TNSGTEP 7-20-MTP
Mission Training Plan for
Infantry Battalion
HEADQUARTERS
TENNESSEE STATE GUARD
TNSGTEP 7-20-MTP
TENNESSEE STATE GUARD TRAINING AND
EVALUATION PROGRAM
No. TNSGTEP 7-20-MTP
HEADQUARTERS
TENNESSEE STATE GUARD
Nashville, TN 19 January 2004
MISSION TRAINING PLAN
FOR THE INFANTRY RIFLE BATTALION
CONTENTS
Page
Preface ............................................................................................................................................. 4
CHAPTER 1. UNIT TRAINING
1-1. General ..................................................................................................... 5
1-2. Supporting Material................................................................................... 5
1-3. Mission Training Plan Echelon Relationship............................................. 5
1-4. Contents.................................................................................................... 5
1-5. Mission and Tasks .................................................................................... 6
1-6. Principles of Training ................................................................................ 7
1-7. Training Strategy....................................................................................... 7
1-8. Conducting Training.................................................................................. 8
1-9. Force Protection (Safety) ........................................................................ 11
1-10. Environmental Protection........................................................................ 11
1-11. Evaluation ............................................................................................... 13
CHAPTER
2.
TRAINING MATRIXES
2-1. General ................................................................................................... 15
2-2. Mission to Collective Tasks Matrix.......................................................... 15
CHAPTER
3.
MISSION OUTLINES
3-1. General ................................................................................................... 16
3-2. Relationship of Mission Outlines to Training Matrixes ............................ 16
3-3. Mission Outline Preparation.................................................................... 16
3-4. Mission Outline Examples....................................................................... 17
CHAPTER
4.
TRAINING EXERCISE
4-1. General ................................................................................................... 20
4-2. FTX ......................................................................................................... 20
4-3. STX ......................................................................................................... 20
4-4. Planning Exercises ................................................................................. 20
CHAPTER
5.
TRAINING AND EVALUATION OUTLINES
CHAPTER
6.
EXTERNAL EVALUATION
6-1. General ................................................................................................... 69
6-2. Preparing the Evaluation......................................................................... 69
6-3. Selecting and Training Observers and or Controllers............................. 72
6-4. Documentation ........................................................................................ 73
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TNSGTEP7-20-MTP
6-6. Conducting the Evaluation ...................................................................... 77
6-7. Conducting the AAR ............................................................................... 78
GLOSSARY ................................................................................................................................... 81
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PREFACE
This mission training plan (MTP) is designed for the Infantry rifle battalion. This MTP provides Active
and Reserve Component commanders and staff with a descriptive, mission-oriented training program to
train the infantry battalion to perform its critical wartime/activation missions. Although a unit’s missions
and deployment assignments impact on the commander’s final set of training priorities, the tasks
described herein are the primary ones the unit must be able to execute with proficiency. The unit is
expected to train all tasks to standard. Standards for training may be made more difficult but may not be
lowered.
The proponent for this publication is PDO, TNSG. The preparing agency is the TNSG PLDC School.
Submit recommendations for improving this publication to Director, PLDC School, ATTN: COL Walter
Hofman, 712 Key Road, Lafayette, TN 37083. Electronic contact can be made at wjh2657@yahoo.com
Unless otherwise stated, masculine nouns and pronouns do not refer exclusively to men.
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TNSGTEP7-20-MTP
CHAPTER 1
Unit Training
1-1. General. This Mission Training Plan (MTP) is designed to provide the unit leader with a tactical
training and evaluation program for the unit. It also provides guidance about how to train and the key
missions on which to train. The specific details of the training program depend on many factors, including:
•
•
•
•
Unit's mission essential tasks list (METL).
Training directives and guidance established by the chain of command.
Training priorities for the unit.
Training resources and areas available.
1-2. Supporting Material. The unit-training program fits into the spectrum of activities that also
encompasses battalion-level, battalion-level, leader, and individual training programs. Each MTP contains
the following:
•
Training information.
•
Training matrixes.
•
Mission outlines (battalion and below). Training plans (battalion level and higher).
•
Sample training exercise examples.
•
Comprehensive detailed Training and Evaluation Outlines (T&EOs).
•
Evaluation information.
•
Appendixes describing Combined Arms Training Strategy (CATS) (for battalion level and
higher), sample operations order with threat statement, and other proponent specific information
as appropriate.
1-3. MTP Echelon Relationship. (See Figure 1-1.)
Figure 1-1. MTP echelon relationship.
1-4. Contents. This MTP consists of the following:
a.
Chapter 1, Unit Training, provides the explanation and organization of this MTP.
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TNSGTEP 7-20-MTP
b. Chapter 2, Training Matrixes, presents the relationship between missions and tasks.
c. Chapter 3, Mission Outlines, presents a graphic portrayal of the relationship between critical
wartime missions and subtasks inherent to those operations.
d. Chapter 4, Training Exercises, provides information on developing training exercises. It also
provides sample situational training exercises (STXs) to be used by leaders to develop training
exercises for their unit.
e. Chapter 5, Training and Evaluation Outlines, provides the training criteria for tasks that the unit
must master to perform critical wartime operations. These training criteria orient on the levels of
collective training executed by the unit. Each T&EO can be applicable to one or more operations.
f.
Chapter 6, External Evaluation
1-5. Missions And Tasks. Full spectrum operations include offensive operations, defensive operations,
stability operations, and support operations. Each operation includes major tasks that the unit must
execute to accomplish that mission. Each of these tasks requires training.
a. Collective Tasks. Collective tasks are trained based on guidelines and procedures outlined in FM
7-0 (25-100) and FM 7-10 (25-101) and in Chapters 4, 5, and 6 of the applicable MTP. Collective
tasks may be trained separately or, like collective tasks and or supporting tasks, may be grouped
together. Collective tasks can also be combined with those of other operational levels to form more
complex training exercises. (See to Chapter 4 for examples of STXs.) Leaders select the applicable
tasks using procedures outlined in FM 7-0 (25-100) and in Chapters 3 and 6 of this MTP.
b. Leader Tasks. Leader tasks are trained using soldier's manuals (SMs). Selected leader tasks
should support the unit's critical wartime operations. Leaders can be trained using the full range of
training exercises established by the Army. (This might include, for example; map exercises
[MAPEXs], tactical exercises without troops [TEWTs], and so forth).
1-6. Principles of Training. This MTP is based on the training principles outlined in FM 7-0 (25-100). The
following paragraphs summarize these concepts:
a. Train as a combined arms and service team. Army doctrine places a premium on teamwork.
When committed to battle, each unit must be prepared to execute combined arms and services
operations without additional training or lengthy adjustment periods. Combined arms proficiency
develops when teams train together. Leaders must regularly practice cross-attachments with the full
wartime spectrum of combat, combat support (CS), and combat service support (CSS) units.
b. Train as you operate. Conversely, units operate as they have been trained. Soldiers remember
the last way they performed a task (right or wrong). To ensure success in operations, soldiers and
units must perform to established standards that in turn must be rigidly enforced by leaders. Because
the type of weather and terrain a unit will face when executing a mission is unpredictable, training
should be conducted under varying conditions that are both realistic and progressively more
challenging.
c. Use Appropriate Doctrine. Soldiers have no time to learn nonstandard procedures. Their units,
therefore, must train by performing tasks to the standards specified in MTPs, drills, SMs, regulations,
and other training and doctrinal publications. This MTP conforms with doctrine published in source
documents, which are FM 3-21.10 (7-10), and ARTEP 3-21.20 (7-20)-MTP.
d. Use performance-oriented training. Soldiers sharpen their skills by performing hands-on training
as often as possible. That makes practice the key factor in training. Companies and squads
repeatedly practice the tasks and the missions to achieve proficiency.
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TNSGTEP7-20-MTP
e. Train to challenge. The best training is tough, realistic, and both intellectually and physically
challenging. It motivates soldiers and inspires excellence by fostering initiative, enthusiasm, and
eagerness to learn.
f. Train to sustain proficiency. Soldiers sustain the skills they learn only by practicing them. When
developing a training plan, always allow time to practice the tasks and the missions covered in earlier
training. Use this MTP as a guide in developing a plan that allows the unit to achieve and sustain
collective and individual proficiency.
g. Train using multi-echelon techniques. This is the most efficient way to train and sustain a diverse
range of mission-essential tasks while compensating for limited training resources and time. Training
should involve soldiers, leaders, and subordinate elements at all levels of the unit simultaneously.
h. Train to maintain. Maintenance is a vital part of every training program. Keeping equipment ready
for the fight is as important as training soldiers to be proficient in its use. Soldiers and leaders are
responsible for maintaining all assigned equipment in a high state of readiness in preparation for
training or combat employment.
i. Make commanders the primary trainers. Commanders are responsible for the training and
performance of their soldiers and units. They are the primary training managers and trainers for their
organizations.
1-7. Training Strategy. The following should be considered when developing a unit training strategy.
a. Descriptive strategies. The unit training strategies central to CATS provide the leader with
descriptive lists for training. These strategies reflect an optimal way to train to standard. However,
some units in the Army probably do not have the same resources required to execute an optimal
training strategy.
b. Role of the unit. The unit training strategy consists of two elements. When integrated with the
training tasks found in the MTP, they form a comprehensive and focused training strategy that allows
the unit to train to standard. The elements of the unit's training strategy are maneuver, and soldiers.
(1) Maneuver strategy. The maneuver strategy includes a set of recommended training
frequencies for key training events in a unit and depicts those resources that are required to
support the training events.
(2) Soldier strategy. The soldier strategy provides an annual plan for training and maintaining
skills at the individual level. It also lists the resources required to train the soldier.
c. Training gates. A vital element in the unit training strategy is the identification of critical training
gates. Critical training gates are defined as training events that must be conducted to standard before
the unit advances to a more complex or resource-intensive training event or task. Training events
follow the crawl, walk, run training method. For instance, if the unit training strategy calls for
conducting an FTX, and an STX has been identified as a critical training gate for the FTX, the training
tasks in the STX must be trained to standard before conducting the FTX. Standards for all tasks must
be clearly defined so that the trainer can assess the preparedness of the soldiers or units. The
provision for critical training gates recognizes that the unit's METL and the commander's assessment
of his unit's training status will determine the selection and timing of the collective training exercises
in a specific unit's training strategy.
Training Note: The SATS database comprises a variety of MTPs and STPs. To access these
publications, users need a copy of the SATS software and the CD-ROM containing the data files. For
information on the database and hardware requirements or to order the software and CD-ROM,
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TNSGTEP 7-20-MTP
contact the U.S. Army Training Support Center, ATTN: ATISD, Fort Eustis, Virginia 23605-5166 or
call DSN 927-4166 or commercial (804) 878-4166.
1-8. Conducting Training. Effective training requires the personal time, energy, and guidance of
commanders. Commanders must personally observe and assess training at all echelons. Their specific
emphasis is on training one level down and evaluating two levels down; for example, battalion-level
commanders train battalion commanders with their companies and evaluate platoon leaders with their
companies. Battalion commanders train platoon leaders with their companies and evaluate section,
squad, team, and crew leaders with their units.
This MTP helps leaders plan, prepare, and execute unit training in a logical and efficient manner. The
following discussion summarizes procedures and considerations for each step in the methodology:
a. Plan the training. Planning is a centralized process that links the unit METL and the execution of
battle-focused training. It aligns training priorities with wartime requirements at all levels within the
unit. Although other training requirements exist, battle focus allows the leader to narrow his planning
scope to wartime mission essential tasks. As in tactical operations, planning lays the foundation for
successful execution of the unit’s training plan. The following discussion covers several aspects of
the planning process.
(1) Planning for the unit training program involves battalion, platoon, and squad leaders.
(a) The battalion commander is the primary trainer of all the companies within the battalion.
He is responsible for developing a comprehensive, long-term training strategy encompassing
a variety of training events, such as FTXs and STXs. Based on the unit’s METL, the
commander initially assesses the entire battalion to identify systemic weaknesses. He then
develops a training focus and specifies the individual and collective tasks he wants to train
and evaluate.
(b) The platoon leader focuses on leader and collective training. Companies should perform
all collective tasks according to standard IAW MTP, FM 3-21.8 (7-8) and unit TSOPs. To do
so, companies can plan and execute limited STXs before taking part in battalion training.
These exercises can increase the confidence level of companies and squads and provide
valuable operational experience. In addition, the platoon leader can use operation order
(OPORD) drills to ensure his subordinate leaders have a basic understanding of the tasks
they must execute.
(2) In developing the unit-training plan, leaders at all levels should adhere to the principles
outlined in FM 7-0 (25-100) and FM 7-10 (25-101). The following will help leaders with
development:
(a) Chapter 3 includes examples of mission outlines that can help leaders develop
individualized training programs that reflect their current METL. Leaders can adjust these
plans to tailor the exercises to their needs.
(b) Chapter 4 includes outlines for sample exercises.
(c) Chapter 5 contains T&EOs for collective tasks that support critical wartime operations.
(d) Chapter 6 provides guidance for planning and conducting evaluations of unit training
exercises.
(3) Time never allows the leader to train all tasks. Leaders must prioritize the tasks that require
training. They focus on their units’ largest operational challenges and most difficult sustainment
skills. Before training begins, the unit leader should meet with the subordinate leaders to analyze
training requirements and prioritize tasks. This can also help identify weak areas.
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(4) Once unit leaders identify the tasks to train, they integrate those tasks into a training
schedule. They can use the following procedures:
(a) List the tasks by priority and training frequency.
(b) Determine the time required.
(c) Decide how to use multi-echelon training.
(d) Determine where to train.
(e) Determine who will do what. The leader of the element being trained must always be
involved.
(f) Organize the unit’s needs into blocks of time and required training resources and suitable
training areas.
(5) The unit leader may submit a list of the tasks and related training events has selects to the
higher headquarters commander. The higher headquarters commander in turn develops his own
list, after reviewing lists submitted by subordinate leaders. Once the higher headquarters
commander has approved the list of tasks and related training events, he includes them on the
unit-training schedule. He must be sure to allocate sufficient preparation time to subordinate
leaders.
(6) Along with his recommendations for training events, the company commander also submits
the list of resources he will need, providing the higher headquarters with sufficient time for
acquisition and coordination.
b. Train and certify leaders. This is the most important step in training and applies to all trainers,
evaluators, and leaders involved in unit training.
(1) The proficiency and preparedness of the evaluation team directly affect the quality of training
and the level of proficiency that units gain at the training site. Before executing training, unit
leaders certify all trainers and subordinate leaders to ensure their technical and tactical
proficiency to train and evaluate the unit. To do so, they use a series of leader professionaldevelopment sessions followed by certification exercises, TEWTs, or examinations. The
examinations can take the form of written tests, sand table evaluations, or both.
Training Note: Trainers should have held the position of the individuals they are selected to
evaluate.
(2) The leaders within the unit must train before the unit takes part in a collective training
exercise. Higher headquarters commanders ensure that the subordinate leader is able to perform
the required leader tasks in support of the team’s collective tasks. Consequently, the subordinate
unit leader is responsible for training his subordinate leaders on the individual tasks required to
support the collective tasks.
c. Reconnoiter the site. After trainers and evaluators are certified, the unit leader and the evaluation
team must make a site reconnaissance of the area where the exercise will occur. At this point, they
can begin to develop graphic control measures for the exercise. The unit leader and evaluation team
also conduct a terrain analysis to identify all key terrain and the following locations:
•
•
•
•
STX lanes.
Assembly areas.
Leader training sites.
After-action review sites.
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TNSGTEP 7-20-MTP
•
•
•
Logistical support locations.
Command post locations.
Retraining areas.
d. Complete the plan. Completion of the plan includes several actions that transform the
commander’s intent and concept and the unit concept into a fully developed unit OPORD. These
actions include preparing overlays, refining the indirect fire list, completing combat service support
(CSS) and C2 requirements, as well as updating the tentative plan as a result of the reconnaissance
or SA updates. It also allows the unit leader to prepare the briefing site, briefing medium, and briefing
material he will need to present the OPORD to his subordinates. Completing the plan allows the unit
leader to make final coordination with other units or the commander before issuing the OPORD to his
subordinates.
e. Issue the order. The OPORD precisely and concisely explains the unit leader’s intent and concept
of how he wants the squads to accomplish the mission. The OPORD must not contain unnecessary
information that could obscure what is essential and important. The unit leader must ensure his
subordinate elements know exactly what must be done, when it must be done, and how the unit must
work together to accomplish the mission and stay consistent with the intentions of the commander.
f. Rehearse. The value of this step should never be underestimated. Rehearsals are a critical part
of every training exercise. Units must never bypass rehearsals to save time or resources. The
battalion commander plans for unit rehearsals and ensure they are conducted as parts of troopleading procedures. A well-planned, efficiently run rehearsal can accomplish the following:
(1) It will reinforce earlier training and increase proficiency in the critical tasks to be evaluated.
(2) It will reveal weaknesses or problems in the plan.
(3) It will synchronize the actions of the unit.
(4) It will confirm coordination between the unit and adjacent units.
(5) It will improve each leader’s understanding of:
l
l
l
The concept of the operation
Anticipated contingencies
Possible actions and reactions for situations that may arise during the operation
g. Execute. The unit should initiate a training exercise only when it clearly understands how to
execute the mission. The trainer determines this at the conclusion of the rehearsals. At that point, he
either allows the unit to execute the task or continues with additional rehearsals, focusing on leader
training. During the execution phase, the trainer conducts a detailed evaluation for use during the
AAR, which is conducted immediately following the exercise. Evaluations are conducted based on the
GO or NO-GO criteria described in Chapter 5 of this MTP. The Trainer rates the participants on each
task trained during the exercise.
h. Conduct the AAR. At the conclusion of the exercise, the unit receives a complete AAR from the
trainer. The AAR, which focuses on the training objectives and standards, is a professional
discussion that requires the active participation of those being trained. This structured review process
allows training participants to discover for themselves what happened, why it happened, and how the
unit can improve its performance. Based on the unit’s performance, the trainer recommends to the
next higher commander whether the team will require retraining to meet the standards.
i. Conduct retraining. Based on the evaluation results, the unit must undergo retraining on each
task for which it receives a NO-GO rating. Trainers and leaders develop a training program to meet
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these specific requirements. The team can then be reevaluated, either immediately at the exercise
site or at a later date.
Training Note: Battle focus derives peacetime training requirements from wartime missions. It
guides the planning, execution, and assessment of the unit’s training programs to ensure the unit
trains as it fights. Battle focus is critical throughout the entire training process. Unit leaders use it to
allocate resources for training based on wartime operational requirements. A unit cannot attain
proficiency to standard on every task because of time or resource constraints. However, a successful
training program is achievable by narrowing the training focus to a reduced number of vital tasks that
are essential to mission accomplishment.
1-9. Force Protection (Safety). Risk assessment is the thought process of making operations safe without
compromising the mission. Unit leaders must continuously perform a risk assessment of conditions under
which training is conducted to prevent the unnecessary loss of soldiers and equipment. The degree of risk
varies with the conditions at the time of training. For example, have the soldiers done the training before?
Will the training be done for the first time at night? Are the soldiers fatigued? In reality, risk management
is smart decision-making.
a. A well-trained unit is normally accident free; however, accidents can occur through no fault of the
soldier or equipment operator. Most accidents result from inadequately trained, unsupervised, or
complacent personnel.
b. Training must be tough, realistic, and safe. Unit leaders must consider the following points as
they integrate risk assessment into their training:
•
•
•
c.
Accept no unnecessary risks.
Make risk decisions at the proper level.
Accept risks if mission benefits outweigh the costs.
The commander is the safety officer, but all soldiers and leaders are responsible for safe training.
All leaders must—
• Identify the risks using the factors of mission, enemy, terrain, troops, time, and civil
considerations (METT-TC).
• Assess possible loss, cost, and probability.
• Make decisions and develop controls to reduce risks.
• Implement controls by integrating them into plans, orders, standing operating procedures
(SOPs), training performance standards, and rehearsals.
• Supervise and enforce safety controls and standards at all times. (Leaders should make onthe-spot corrections when an unsafe act is observed.)
d. Leaders use the safety checklist of the United States Army Safety Center, Fort Rucker, Alabama,
in conjunction with local unit safety checklists, to enhance the overall safety practices of soldiers
during training.
1-10. Environmental Protection. Environmental planning includes identifying environmental risks posed by
an operation and considering ways to reduce those risks during long-, short-, and near-term planning. All
leaders, trainers, and soldiers must comply with the environmental laws and regulations. The leader must
identify the environmental risks associated with training individual and collective tasks. Trainers must
work to reduce and avoid damage to training areas and environment caused by realistic training.
Environmental risk management parallels safety risk management and is based on the same philosophy
as safety risk management. Environmental risk management consists of the following steps:
a. Identify hazards. Identify the potential sources for environmental degradation during the analysis
of the factors of METT-TC. This requires identification of environmental hazards. An environmental
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hazard is a condition with the potential for polluting air, soil, or water and or destroying cultural and or
historical artifacts.
b. Assess hazards. Analyze the potential severity of environmental degradation by using the
environmental risk assessment matrixes in TC 5-400. The severity of environmental degradation is
considered when determining the potential effect an operation may have on the environment. The risk
effect value is defined as an indicator of the severity of environmental degradation. Quantify the risk
to the environment resulting from the operation as extremely high, medium, or low, using the
environmental assessment matrixes.
c. Make environmental risk decisions. Make decisions and develop measures to reduce highenvironmental risks.
d. Brief chain of command. Brief the chain of command (to include installation environmental office,
if applicable) about proposed plans and pertinent high-risk environmental matrixes. Risk decisions
are made at a level of command that corresponds to the degree of risk.
e. Implement controls. Implement environmental protection measures by integrating them into plans,
orders, SOPs, training performance standards, and rehearsals.
f.
Supervise. Supervise/enforce environmental protection standards.
Note: The battalion staff may produce an environmental protection-level matrix similar to the example in
Figure 1-2. This matrix ties directly into risk assessment.
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Figure 1-2. Notional Environmental Protection Matrix.
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1-11. Evaluation. Evaluations can be internal or external. Internal evaluations are conducted at all levels,
and they must be inherent in all training. External evaluations are formal and are usually conducted by the
headquarters two levels above the unit. Chapter 6 describes how to set up an external evaluation.
a. Use of T&EOs. In addition to their role as a training guide, the T&EOs in Chapter 5 provide the
criteria for evaluating the unit. The task standard statement in each task outline describes how well
the unit must perform the task steps and performance measures to receive a GO rating for the task.
b. Simultaneous training and evaluation. The heart of the MTP concept is simultaneous training and
evaluation. Every training exercise provides evaluation feedback; at the same time, every evaluation
is a training session. For the program to work effectively, trainers must always evaluate training as it
is being executed. A common deficiency is the failure to evaluate each task each time it is performed.
Leaders should emphasize direct, on-the-spot evaluations. Correcting poor performance during
individual or small group training is easy. Outside evaluators usually make this unfeasible for higherlevel exercises. Leaders should plan AARs at frequent and logical intervals during exercises. This
technique allows the unit leader to correct performance shortcomings while they are still fresh in
everyone's mind.
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CHAPTER 2
Training Matrixes
2-1. General. The training Matrix assists the commander in planning the training of his unit's personnel.
2-2. Mission to Collective Tasks Matrix. This matrix (Figure 2-2), identifies the missions and their
supporting collective tasks. The tasks are listed under the appropriate BOS which are indicated by an
X in the matrix. The BOS used in this matrix are defined in TRADOC Pam 11-9. A specific mission is
trained by identifying collective tasks in the vertical column for the mission. Based on the proficiency of
the unit, training is focused on operational weaknesses.
The mission identification table listed below (Figure 2-1) provides mission identification for the unit.
Mission Identification Table
Mission Title
• Force Multiplier
• Generic Mission
• Search and Rescue
•Disaster and Emergency Support
Figure 2-1. Mission Identification Table.
Collective Tasks
DIISASTER AND
EMERGENCY
SUPPORT
GENERIC
MISSION
07-2-2018
Conduct an Area or
Zone Reconnaissance
(Infantry Company)
07-2-2072
Report Tactical
Information (Infantry
Company)
07-2-1324
Conduct Security
Operations in a Stability
Environment)
X
07-2-1360
Control Civil Disturbance
Operations
X
07-2-1405
Establish a Base Camp
(Infantry Company)
X
07-2-4063
Treat and Evacuate
Casualties
X
07-2-5009
Conduct a Rehearsal
X
07-2-5063
Conduct Risk
Management
X
07-2-5081
Conduct Troop-leading
Procedures
X
07-2-5090
Establish
Communications
X
07-2-5135
Operate a Command
Post
X
SEARCH AND
RESCUE
X
X
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CHAPTER 3
Mission Outlines
3-1. General. Mission outlines are graphic portrayals of the relationship between critical wartime missions
(METL tasks) and the supporting tasks inherent in those missions. Each outline provides the trainer a
diagram of the unit mission, example exercises, and the collective tasks that comprise them.
Note: The following mission outlines are provided as examples only. The trainer should develop mission
outlines for his unit based on the unit's wartime missions.
a. Example mission outlines will be shown for the following missions:
•
•
•
•
•
Offense
Defense
Reconnaissance and security
Retrograde
Stability
3-2. Relationship of Mission Outlines to Training Matrixes. The matrixes in Chapter 2 of this MTP provide
the critical collective tasks for company missions. These tasks can be combined to form STXs. Different
combinations of these tasks can be put into many different STXs and training plans to provide wellrounded training for the unit.
3-3. Mission Outline Preparation.
a. Prepare mission outlines for all company wartime missions using the same general format. List
each supporting task in a general flow pattern through the planning, preparation, and execution of a
mission. The task list and relationships can then be used to construct training exercises to support
training for those missions.
b. Follow the steps of Table 3-1 to construct mission outlines.
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Table 3-1. Mission outline development steps.
3-4. Mission Outline Examples. The example mission outlines that follow indicate the relationship
between a battalion level FTX and the supporting company STXs. They also indicate the relationship
between the company STXs and their supporting T&EOs and drills.
a. Example Number 1. Attack.
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Figure 3-1. Attack mission outline.
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Figure 3-1a. Attack mission outline (continued).
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CHAPTER 4
Training Exercise
4-1. General. This chapter provides guidance to leaders and or trainers on planning, preparing, executing,
and evaluating training exercises. The training exercises and graphics presented in this chapter are for
instructional purposes only. Each leader and or trainer should develop training exercises to train their
unit.
a. Training exercises are used to train and practice the performance of collective tasks. This Mission
Training Plan (MTP) describes how to develop two types of exercises: Field Training Exercise (FTX)
and Situational Training Exercise (STX). An example FTX and STX exercise is included to assist the
company commander and or platoon leader in developing training exercises for the platoon.
(1) Training exercises are numbered in accordance with TRADOC Pam 350-70-1. (Table 4-1 is
an example of how to number training exercises.)
Exercise Number
FTX 07-1-E0001
STX 07-2-E0003
STX 07-2-E0008
Title
Conduct Combat Operations
Conduct a Reconnaissance
Conduct Security Operations in a Stability
Environment
Table 4-1. Exercises.
4-2. FTX. An FTX is a high-cost, high-overhead exercise conducted under simulated combat conditions in
the field. The FTX supports training at battalion, company, and platoon levels. FTXs fully integrate the
total force in a realistic combat environment. An FTX involves combat arms, CS, and CSS units and
encompass such training as battle drills, crew drills, and STXs to reinforce soldier and collective training
integration. They are used to train the leaders, subordinate elements, and slice elements-l
To move and maneuver units realistically.
l
To build teamwork and cohesion.
l
To plan and coordinate logistical activities to support tactical operations.
4-3. STX. STXs are short, scenario-driven, mission-oriented tactical exercises that train a single collective
task (T&EO) or a group of related battle drills and collective tasks (T&EOs). STXs provide the leader with
a method to train using doctrinally approved tactics and techniques. Unlike a battle drill, an STX does not
establish the method of execution. STXs may be modified based on the factors of METT-TC. STXs
provide for standardization without stereotyping training. Although mission-oriented (based on higher
headquarters OPORD), an STX does not train all tasks required for an operation. STXs require leader
tasks (such as planning, controlling, and reporting) that tie the supporting collective tasks together. Each
STX focuses on a specific mission (IAW higher headquarters OPORD), but does not stand alone (under
all conditions) as the only STX required for operation proficiency. To accomplish proficiency, several
STXs within the same operation can be trained. This is a continuous process that must be repeated for
each operation.
4-4. Planning Exercises. (See FM 7-10.2 [25-4], How to Conduct Training Exercises.)
a. Conduct analysis.
20
TNSGTEP7-20-MTP
(1) Determine the need for training exercises and identify the types to be used. The need for an
exercise is based upon the following:
(a) Higher headquarters' analysis of subordinate unit proficiency.
(b) Higher headquarters' issuance of the missions, goals, objectives, and guidance.
(c) Commanders' evaluations of unit and soldier proficiency.
(d) METL. (Company is the lowest level to prepare a METL.)
(2) Consider the principles of training established in FM 7-10 (25-101).
(3) Establish the training requirements and the priorities for unit training programs.
(4) Determine the training objectives, which are based on the leader, individual, and collective
(unit) skills/tasks that need initial or sustainment training.
(a) Exercise objectives should be specific, relevant, realistically obtainable, measurable, and
supportive of exercise goals.
(b) Exercise objectives should be organized into functional areas to highlight activities that
need improvement.
(c) Properly stated objectives provide evaluators with a solid basis for conducting their
evaluation and after-action reviews (AARs).
Note: When the exercise objectives are established, the type of exercise to be conducted can be
selected.
b. Select the type of exercise.
(1) Determine the type of exercises to be conducted by comparing the objectives with the kind of
training that each exercise provides.
(2) Identify the proper exercise, within resource constraints, that can best meet the objectives.
c.
Considerations.
(1) Flexibility.
(a) Plan for alternate types of exercises in case weather or other constraints prohibit the
originally scheduled exercise.
(b) Exercises should allow subordinate commanders the freedom to innovate within the
framework of doctrine, tactics, techniques, and operating procedures.
(c) Exercises should not follow rigid timetables that inhibit training and learning. Instead, they
should establish schedules that provide sufficient time to correct mistakes and ensure
learning and AARs at all levels.
(2) Resources.
(a) Facilities and land.
21
TNSGTEP 7-20-MTP
1) Planners must consider the environment for the exercise and the impact of weather.
If inadequate land or facilities will seriously degrade training, planners may have to alter
the exercises.
(b) Support.
1) Planners must ensure that the exercises can be conducted within the resource levels
and that the training received justifies the resources expended.
2) Communications and transportation for participants and evaluators must be
adequate.
3) Units should use only the transportation, communications, and equipment authorized
by their table of organization and equipment (TOE) or modified table of organization and
equipment (MTOE).
(c) Time.
1) For each exercise, subordinate elements must be allocated time to conduct troopleading procedures as well as develop tactical situations that lead to logical and sound
tactical employment of player units.
2) Time must be allocated for conducting complete logistical support of tactical
operations.
3) Time must be allocated so that a thorough AAR can be conducted.
(d) Participants.
1) Planners must consider whether or not units or groups of individuals to be trained are
of the proper size or strength to benefit from the type of exercise selected.
(e) Pre-exercise plans.
1) Planning begins immediately after the decision has been made to conduct an
exercise. The planning steps listed below are used to prepare for an exercise. Specific
exercises may omit some steps. These steps are generally sequential; however, some
may be performed simultaneously.
a) Preparing an exercise directive that-l
Specifies what type of exercise is to be conducted and state its specific
training objectives.
l
Indicates the time frame for the exercise, its physical location, and the
duration of its execution phase. The location, time, and duration must be
consistent with the type of exercise selected and the training objectives.
l
Identifies the type and quantity of special equipment required.
l
Provides additional information such as environmental constraints.
b) Assigning responsibilities for planning.
c) Conducting research.
22
TNSGTEP7-20-MTP
d) Preparing a supporting plan schedule.
e) Preparing an outline plan.
f)
Conducting a reconnaissance.
g) Completing the exercise support plans.
h) Preparing the scenario.
i)
Preparing and issuing the operation plan (OPLAN) or OPORD.
j)
Publishing the memorandum of instruction (MOI).
k) Preparing the terrain.
l)
Conducting a rehearsal.
d. Develop the exercise.
Note: Formats for the FTX and STX are addressed in this chapter.
(1) Exercise format. Formats for FTXs and STXs are generally the same.
Note: The following table lists the components of the FTX format and their purposes in the order they
would appear.
23
TNSGTEP 7-20-MTP
Heading
Objective
Interface
Training
Enhancers
General
Situation
Special Situation
Support
Requirements
T&EO Sequence
Identify the proponent, type, title of exercise, and
number.
Describe "who" and "what" the exercise is
designed to train.
Provide a list of the next higher echelon FTX(s)
and the supporting elements or units STX(s).
Provide specific information for using the FTX for
training and provide a sample scenario for
training.
Provide general information concerning the unit
and its training environment.
Provide specific information from higher
headquarters or the unit's commander.
Provide a listing of those items required to
conduct the exercise. If it is a battalion or higher
echelon MTP, the support requirements would be
a statement that says the support requirements
are the consolidated requirements of the battalion
headquarters and all its subordinate units.
Provide a listing of T&EO task titles and page
numbers in the chronological sequence in which
they are executed in the course of the exercise.
Table 4-2. FTX format.
24
TNSGTEP7-20-MTP
Note: The following table lists the components of the STX format and their purposes in the order they
would appear.
Heading
Objective
Interface
Training
Enhancers
General
Situation
Special Situation
Support
Requirements
T&EO Sequence
Identify the proponent, type, title of exercise, and
number.
Describe "who" and "what" the exercise is
designed to train.
Provide a list of titles and identify the applicable
supporting STX (company for battalion MTP and
platoon for company MTP) and supporting
subordinate unit's drills (platoon for company MTP
and squad for platoon MTP). Include habitually
attached, supported, and supporting unit's STXs,
if available, which may be trained in conjunction
with this STX.
Provide leader training information and training
tips.
Provide specific information for using the STX for
training and provide a sample scenario for
training.
Provide general information concerning the unit
and its training environment.
Provide sample fragmentary order (FRAGO) from
unit commander.
Provide specific information required for the
exercise from higher headquarters not given in the
FRAGO
Provide a listing of those items required to
conduct the exercise.
Provide a listing of T&EO task titles and page
numbers in the chronological sequence in which
they are executed in the course of the exercise.
Table 4-3. STX format.
(2) Example exercises follow.
25
TNSGTEP 7-20-MTP
INFANTRY COMPANY FTX
7-2-E0001
Conduct Combat Operations
1. Objective. Within the context of this MTP the primary objective of this FTX is to train and or
evaluate the infantry company in the conduct of combat operations. This FTX trains and or evaluates
the company commander and subordinate leaders in planning, preparing, executing, and assessing
combat operations. This FTX is designed as a free-play, force-on-force exercise that provides a
flexible training vehicle for training critical METL tasks.
Note: The specific sequence of events will vary with the actions of the opposing force (OPFOR) and
battalion commander's training objectives. The company commander will modify the sequence of
events through his selection of primary and supporting events to meet his specific training objectives.
2. Interface.
a. This FTX supports the higher headquarters FTX 07-1-E0001, Conduct Combat Operations
b. This FTX is supported by:
(1) STX 07-2-E0001, Conduct an Attack
(2) STX 07-2-E0002, Conduct a Defense.
(3) STX 07-2-E0003, Conduct a Reconnaissance.
(4) STX 07-2-E0007, Conduct a Movement to Contact.
(5) STX 07-2-E0008, Conduct Security Operations in a Stability Environment.
(6) STX 07-3-E0017, Conduct Overwatch and or Support by Fire.
3. Training Enhancers. In preparing the company to conduct an FTX, the commander and
subordinate leaders must first assess soldier, leader, and unit proficiency in accomplishing the METL.
This will provide the basis to identify areas on which to concentrate future training. Since this is a
high-cost exercise, extensive planning and preparation are required to ensure the exercise training
objectives are met. OPFOR controllers and OPFOR should be the same used in both the practice
exercises and for the actual FTX. The commander and subordinate leaders can develop and conduct
the initial or needed training to attain proficiency in designated areas before the FTX.
a.
General Tips for Training.
(1) Conduct AARs, throughout the exercise, that focus on strengths, weaknesses, and
safety.
(2) Include normal attachments and DS elements (field artillery, engineers).
(3) Ensure the OPFOR is trained in enemy tactics and doctrine.
(4) Include OPFOR personnel in AARs.
(5) Use trained personnel to act as enemy prisoners of war (EPW).
(6) Integrate nuclear, biological, and chemical (NBC) and electronic warfare (EW).
26
TNSGTEP7-20-MTP
(7) Ensure that personnel are familiar with the tactical standing operating procedures (TSOP)
that relate to the exercise.
(8) Review soldier familiarity with the training environment.
b. Pre-exercise activities as follows:
(1) MAPEX(s) combined with sand table exercise(s) that match the terrain to be used during
the FTX.
(2) TEWT and or terrain walk.
(3) Communications exercise.
(4) Applicable STX (company or platoon).
c. Exercise instructions.
(1) Perform this exercise at full speed after performing building-block training (individual
training and drills) to reach the "run" level of execution.
(2) The tasks that support this FTX must be executed to standard.
(3) The size of the OPFOR element facing the unit must be supportable and doctrinally
correct.
(4) MILES should be used when feasible.
(5) Ensure that the conditions set for the exercise are realistic.
(6) Except for MILES or appropriate simulation devices, use only TOE equipment or
authorized replacements.
(7) Use controllers and or evaluators that are thoroughly knowledgeable in the specific tasks
to be evaluated.
(8) This exercise begins with the receipt of a WARNO and it ends after consolidation and
reorganization.
(9) This exercise should be conducted under all environmental conditions and during periods
of daylight and limited visibility. The battalion should operate under threat of NBC attacks,
attacks by ground or air, indirect fire, and EW.
d. Scenario. Your BN (1-5 IN) is conducting combat operations in the country of Wadiland as
part of the 1st Brigade. The country of Wadiland has a well trained combat force that consists of
air, sea, and ground forces. The enemy possesses biological and chemical weapons and may
have nuclear capability. Hostilities have been on going for six months. For the most part, the
civilian population is in favor of military actions by the US and its allies.
e. Table 4-4 is an example of a listing of sequence, events, and associated time.
Sequence
1
2
Event
Administrative Preparations
Receive Warning Order
27
Estimated
Time
Pre FTX
1 hr.
TNSGTEP 7-20-MTP
3
4
5
6
7
8
9
10
11
12
13
14
15
16
Plan Operations Using the
MDMP
Prepare OPLAN
Develop Road Movement
Order
Develop Occupation, Internal
Support, and Defense Plans
Intermediate AAR
Conduct Tactical Movement
Conduct a Movement to
Contact
Intermediate AAR
Conduct an Attack
Conduct Consolidation
Conduct Reorganization
Intermediate AAR
Conduct a Defense
Final AAR
4 hr.
1 hr.
40 min.
1hr 15 min.
1 hr.
2 hrs.
6 hrs.
1 hr.
6 hrs.
30 min.
1 hr.
1 hr.
24 hrs.
3 hrs.
Total Time: 53 hrs 25 min
NOTES:
Additional time is required if large portions of the
exercise are conducted at night, under limited visibility,
or under MOPP conditions.
Events will be trained to standards, not time limitations.
The time required to train an event will vary based on
METT-TC factors and the proficiency of the unit staff.
Table 4-4. Example sequence, events, and associated time.
4. General Situation.
a. 1st Brigade continues to conduct tactical operations against Wadiland forces. At D+ 17, 1st
Brigade began its attack with two heavy task forces (TFs) abreast to destroy security zone forces
and penetrate the enemy’s first and second defensive belts in zone. TF 3-66 Armor has bypassed
a reinforced company in the security zone. The friendly element that was left in contact was
destroyed.
5. Special Situation. Your BN (1-5 IN) has received a FRAGO that directs it to conduct a movement
to contact to find and on order destroy a bypassed enemy company. The BN is given a "be prepared"
mission to defend.
a. The BN issues an OPORD. (See Appendix B.)
6. Support Requirements. The support requirements for the FTX are the consolidated requirements
for the battalion headquarters and all its subordinate elements. Support requirements include the
following:
a.
100% of TOE equipment readiness code (ERC) A items.
b. Minimum trainers or evaluators. When conducting a company-level internal training exercise,
the commander, executive officer (XO), platoon leaders, and squad leaders are the
trainers/evaluators, but they may need additional assets from the battalion to support the FTX.
28
TNSGTEP7-20-MTP
Each evaluator should be supported by an evaluation plan to guide his actions during the
exercise and support the battalion commander's overall evaluation plan. Evaluators must position
themselves to monitor all unit activities as well as the actions and communications.
c.
Vehicles and communications support for evaluators and OPFOR.
d. Designated medical evacuation vehicles with communications and medical personnel
support.
e. Classes of supply I through V, VIII, and IX in sufficient quantities to support the FTX (friendly,
evaluator, and OPFOR).
f. Opposing force. Company-size forces should oppose maneuver battalions. Platoon-sized
forces should oppose maneuver companies. A reinforced squad can support special events such
as ambushes. The OPFOR should be equipped with vehicles that realistically simulate enemy
mobility capabilities. Ideally, the OPFOR will be equipped with modification kits that suggest the
appearance and silhouette of enemy combat equipment.
g. Maneuver area. A training area large enough to support battalion maneuver is required.
7. T&EOs. T&EOs used in evaluating the training exercise are listed in the sequence they will occur
during the exercise. Table 4-5 is a sample list of T&EOs.
29
TNSGTEP 7-20-MTP
Task
Task Number
Conduct Troop-leading Procedures
Conduct a Passage Of Lines As
Passing Unit
Conduct Tactical Movement
Conduct a Movement to Contact
Conduct Consolidation and
Reorganization
Conduct a Deliberate Attack
Conduct Consolidation and
Reorganization
Conduct a Defense
Conduct Consolidation and
Reorganization
Table 4-5. T&EOs.
07-2-5081
07-2-1108
07-2-1342
07-2-1090
07-2-5027
07-2-1000
07-2-5027
07-2-1045
07-2-5027
8. Evaluators assess planning, preparation, and execution of tasks using the standards published in
the chapter 5 of this MTP.
30
TNSGTEP7-20-MTP
FRAGMENTARY ORDER. 01
References. OPORD 03.
Map Series. No change to OPORD.
Time Zone Used Throughout the Order: Local
1.
SITUATION.
Enemy forces. 1-5 IN BN is opposed by an enemy reconnaissance company that is estimated to be
at 70% strength.
Friendly forces. No change to OPORD.
2.
MISSION. 1-5 IN BN attacks to destroy an enemy reconnaissance company at Objective (name)
(grid) and Objective (name) (grid) NLT (date/time group) to prevent the enemy company from
interdicting 1st Brigade LOCs.
3.
EXECUTION.
Intent. We must rapidly defeat the enemy reconnaissance company in order for the BDE to
maintain the momentum of its attack while allowing the BDE freedom of movement in the Northern
portion of the BDE zone. We will conduct the mission using one company as a breach force, one
company as the assault force, and one company (-) as the support force. One infantry platoon in will
remain in reserve. Our end-state should be the defeat of the enemy company with the BN postured
to continue the support of the BDE main effort in the North. I will accept risk in that B/1-5 IN will be
able to infiltrate undetected and will be in its support position prior to BN attack.
a.
Concept of operation.
(1) Maneuver. 1-5 IN conducts a deliberate night attack NLT _____ to secure OBJs (name)
and (name) in order to defeat an enemy reconnaissance company. The BN will lead with
B/1-5 as the breaching force to secure OBJ (name). A/1-5 (+) as the assault force will
conduct the main attack along Axis (name) to secure OBJ (name). AA 1-5 (+) as the
support force will infiltrate along Axis (name) to BP (name) NLT _____ and will support the
BN attack. Recon/1-5 IN NLT _____ screens the right flank of the BN.
(2) Fires. No indirect fires prior to (date, time) without BN approval. Priority of fires is
initially to B/1-5 IN shift to A/1-5 IN, on order.
(3) Counter-air operations. No change to OPORD.
(4) Intelligence. No change to OPORD.
(5) Electronic warfare. Priority is initially to B/1-5 IN then shifts to A/1-5 IN.
(6) Engineer. Priority is to B/1-5 IN then to A/1-5 IN.
b. Tasks to maneuver units.
Figure 4-1. Sample FRAGO.
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TNSGTEP 7-20-MTP
FRAGMENTARY ORDER. 01 (continued)
(1) A/1-5 IN.
(a) Coordinate with B/1-5 IN for location and passage of breaching lanes along PL
(name).
(b) Receive 1/C/1-5 for duration of mission.
(2) B/1-5 IN.
(a) Move to and secure OBJ (name) NLT ______, clear at least two lanes in enemy
barrier zone for A/1-5 IN assault.
(b) Coordinate with A/1-5 IN for location and passage of the breaching lanes.
(c) Be prepared to assume the main attack.
(d) Receive 1/C/1-5 for duration of mission.
(3) C/1-5 IN.
(a) Release 1/C/1-5 to B/1-5 for duration of mission.
(b) Release 3/C/1-5 to AA/1-5 for duration of mission.
(c) Release 2/C/1-5 as BN reserve.
(4) AA/1-5 IN (+).
(a) Receive 3/C/1-5 for duration of mission.
(b) Infiltrate and occupy BP (name) NLT _____.
(c) Support by fire B/1-5 IN breach operations and then A/1-5 IN attack.
(5) Mortar/1-5 IN. Priority of fires is initially to B/1-5 IN, then to A/1-5 IN.
(6) Recon/1-5 IN. Screen the left flank of the BN from LD/LC to PL (name) NLT _____.
On order, from PL (name) to PL (name) then from PL (name) to PL (name), the LOA.
4.
SERVICE SUPPORT. No change to OPORD.
5.
COMMAND AND SIGNAL.
a. Command. BN main CP located VIC_____, on order moves to _____.
b. Signal. SOI index Alpha in effect.
ACKNOWLEDGE:
_________________
Commander
Figure 4-1a. Sample FRAGO.
32
TNSGTEP7-20-MTP
Figure 4-4. Map of AO.
33
TNSGTEP 7-20-MTP
CHAPTER 5
Training and Evaluation Outlines
5-1. Introduction. This chapter contains the training and evaluation outlines for the unit. T&EOs are the
foundation of the MTP and the collective training of the units. T&EOs are training objectives (task,
conditions, and standards) for the collective tasks which support critical wartime operations. The unit
must master designated collective tasks to perform its critical wartime operations. T&EOs may be trained
separately, in an STX or in an FTX.
5-2. Structure. The T&EOs in this chapter are listed in Table 5-1. The Mission-to-Collective Task Matrix
in Chapter 2 lists the T&EOs required to train the critical wartime/activation missions according to their
specific BOS.
5-3. Format. The T&EOs are prepared for every collective task that supports critical wartime/activation
operation accomplishment. Each T&EO contains the following items:
a. Element. This identifies the unit or unit element(s) that performs the task.
b. Task.
number.
This is a description of the action to be performed by the unit, and provides the task
c. References. These are in parenthesis following the task number. The reference which contains
the most information (primary reference) about the task is listed first and underlined. If there is only one
reference do not underline the reference.
e. Commander/Leader Assessment. This is used by the unit leadership to assess the proficiency
of the unit in performing the task to standard. Assessments are subjective in nature and use all available
evaluation data and submit leader input to develop an assessment of the organization's overall capability
to accomplish the task. Use the following ratings:
(1) T - Trained. The unit is trained and has demonstrated its proficiency in accomplishing the task
to wartime standards.
(2) P - Needs practice. The unit needs to practice the task. Performance has demonstrated that
the unit does not achieve standard without some difficulty or has failed to perform some task steps to
standard.
(3) U - Untrained.
proficiency.
f. Condition.
task.
The unit can not demonstrate an ability to achieve wartime/activation
A statement of the situation or environment in which the unit is to do the collective
g. Task standard.
(1) The task standard states the performance criteria that a unit must achieve to successfully
execute the task. This overall standard should be the focus of training. It should be understood by every
soldier.
(2) The trainer or evaluator determines the unit's training status using performance observation
measurements (where applicable) and his judgment. The unit must be evaluated in the context of the
METT-T conditions. These conditions should be as similar as possible for all evaluated elements. This
will establish a common base line for unit performance.
34
TNSGTEP7-20-MTP
h. Task Steps and Performance Measures. This is a listing of actions that is required to complete
the task. These actions are stated in terms of observable performance for evaluating training proficiency.
The task steps are arranged sequentially along with supporting individual tasks and their reference.
Leader tasks within each T&EO are indicated by an asterisk (*). Under each task step are listed the
performance measures that must be accomplished to correctly perform the task step. If the unit fails to
correctly perform one of these task steps to standard, it has failed to achieve the overall task standard.
i. GO/NO-GO column. This column is provided for annotating the battalion’s performance of the task
steps. Evaluate each performance measure for a task step and place an "X" in the appropriate column.
A major portion of the performance measures must be marked a "GO" for the task step to be successfully
performed.
j. Task performance/evaluation summary block. This block provides the trainer a means of
recording the total number of task steps and performance measures evaluated and those evaluated as
"GO". It also provides the evaluator a means to rate the units demonstrated performance as a "GO" or
"NO-GO". It also provides the leader with a historical record for five training iterations.
k. Supporting Individual Tasks. This is a listing of all supporting individual tasks required to
correctly perform the task. Listed are the reference, tasks number, and task title.
5-4. Use. The T&EOs can be used to train or evaluate a single task. Several T&EOs can be used to
train or evaluate a group of tasks such as an STX or FTX.
Develop Intelligence
Conduct an Area or Zone Reconnaissance (07-2-2018)................................................................... 36
Report Tactical Information (Infantry Battalion) (07-2-2072) ............................................................. 40
Deploy/Conduct Maneuver
Conduct Security Operations in a Stability Environment (07-2-1324) ..................................................
Control Civil Disturbance Operations (07-2-1360)............................................................................ 46
Establish a Base Camp (Infantry Battalion) (07-2-1405) ................................................................... 49
Perform CSS and Sustainment
Treat and Evacuate Casualties
(07-2-4063)..................................................................................... 53
Exercise Command and Control
Conduct a Rehearsal (Infantry Battalion) (07-2-5009)....................................................................... 55
Conduct Risk Management (Infantry Battalion) (07-2-5063) ............................................................. 57
Conduct Troop-leading Procedures (Infantry Battalion) (07-2-5081) ................................................ 59
Establish Communications (Infantry Battalion) (07-2-5090) .............................................................. 62
Operate a Command Post (Infantry Battalion) (07-2-5135)............................................................... 65
Figure 5-1. List of T&EO's
35
TNSGTEP 7-20-MTP
ELEMENTS:
Infantry Battalion
TASK: Conduct an Area or Zone Reconnaissance (Infantry Battalion) (07-2-2018)
(FM 7-10)
(FM 101-5-1)
(FM 21-60)
(FM 7-85)
(FM 101-5-2)
ITERATION:
(FM 101-5)
(FM 20-3)
1
2
COMMANDER/LEADER ASSESSMENT:
3
4
5
T
P
U
6
(Circle)
(Circle)
CONDITIONS: The battalion is conducting operations as part of a larger force and has received an
operation order (OPORD) or fragmentary order (FRAGO) to conduct an area or zone reconnaissance to
obtain detailed information about the specified location and surrounding area. Coordinates for the
designated area or zone and the start time are provided. All necessary personnel and equipment are
available. The battalion has communications with higher, adjacent, and subordinate elements. The
battalion has been provided guidance on the rules of engagement (ROE) and or rules of interaction (ROI).
Coalition forces and noncombatants may be present in the operational environment. Some iterations of
this task should be conducted during limited visibility conditions.
TASK STANDARDS: The battalion conducts the area reconnaissance in accordance with (IAW) tactical
standing operating procedures (TSOP), the order, and or higher commander's guidance. All specified
information is collected and reported to higher headquarters as required. The battalion commander
selects a mounted or dismounted reconnaissance based on factors of mission, terrain, troops, time
available, and civil considerations (METT-TC). The battalion reconnoiters all specified terrain within the
area or zone. The battalion completes the reconnaissance without being detected. The battalion complies
with the ROE and or ROI.
TASK STEPS AND PERFORMANCE MEASURES
* 1. Battalion leaders gain and or maintain situational understanding using information that
is gathered from Brigade , frequency modulated (FM) communications, maps,
intelligence summaries, situation reports (SITREPs), and or other available information
sources.
* 2. Battalion commander receives an OPORD or FRAGO and issues warning order
(WARNO) to the battalion .
* 3. Battalion commander determines the requirements for the reconnaissance.
a. Verifies requirements with the battalion commander and staff as necessary.
* 4. Battalion commander plans using troop-leading procedures.
a. Conducts a digital and or conventional map reconnaissance.
(1) Identifies tentative objective rally points (ORPs), reconnaissance routes, rally
points, contact points, and phase lines as required.
(2) Identifies routes to and from the ORP and objective as appropriate.
(3) Marks tentative dismount points on digital and conventional maps as
appropriate.
(4) Encloses the specified area within a battalion zone.
( a) Verifies boundaries, a line of departure (LD), and a limit of advance
(LOA).
36
GO
NOGO
TNSGTEP7-20-MTP
TASK STEPS AND PERFORMANCE MEASURES
b.
c.
d.
e.
(5) Places contact points at the intersections of phase lines and boundaries and
any other places he wants physical contact and coordination between his
recon sections.
Identifies the focus of the reconnaissance (oriented on the terrain or on the enemy
force).
Organizes the battalion as necessary to accomplish the mission and or
compensate for combat losses.
Coordinates with the units patrolling in the adjacent areas using FM, or other
tactical means.
Plans and coordinates a passage of lines, if required.
* 5. Battalion commander issues orders and instructions including ROE and or ROI.
a. Issues clear and concise taskings to companies and or elements.
6. Battalion conducts a rehearsal.
* 7. Battalion commander issues a FRAGOs as necessary to address changes to the plan
identified during the rehearsal.
8. Battalion enters waypoints for route, ORP, LD, LOA, contact points, and objective into
position navigation (POSNAV) equipment, if applicable.
9. Battalion conducts a passage of lines, if required.
10. Battalion moves tactically to the LD.
a. Uses different covered and concealed routes to and from the area or zone.
b. Maintains security during movement.
c. Deploys sections abreast across the LD.
11. Battalion moves tactically from the line of departure (LD) to the ORP.
12. Battalion conducts reconnaissance of and occupies the ORP.
a. Establishes and or maintains security at the ORP.
13. Battalion conducts an AREA reconnaissance from the ORP.
a. Recons the objective.
(1) Issues a contingency plan before departure the ORP.
(2) Pinpoints the objective.
(3) Locates observation or surveillance positions, routes, and security positions.
(4) Designates the release point and the positions for the reconnaissance and
security elements.
b. Battalion conducts actions at the objective.
(1) Uses surveillance or vantage points.
(2) Maintains communications with the battalion throughout the reconnaissance
using FM, or other tactical means.
(3) Selects one of the following reconnaissance techniques based on factors of
METT-TC.
( a) Conducts reconnaissance by short-range observation and surveillance.
( b) Conducts reconnaissance by long-range observation and surveillance.
14. Battalion conducts a ZONE reconnaissance from the ORP.
a. Uses the designated method along routes.
37
GO
NOGO
TNSGTEP 7-20-MTP
TASK STEPS AND PERFORMANCE MEASURES
GO
NOGO
(1) Fan method.
(2) Converging routes method.
(3) Successive sectors method.
b. Maintains communications with the battalion throughout the reconnaissance using
FM, or other tactical means.
c. Gathers all information based on priority intelligence requirements (PIR) IAW the
OPORD.
d. Continues until all assigned areas are reconnoitered.
15. Reconnaissance and security elements conduct withdrawal and disseminate
information.
b. Evacuate casualties.
c. Return to the ORP or to a rally point.
d. Consolidate and reorganize as necessary.
e. Consolidate gathered information.
f. Provide gathered information to designated recorder(s).
g. Disseminate gathered information to all battalion members through the squad
leaders at the ORP, or moves to another position at least one terrain feature away
to disseminate information.
h. Report information of immediate effect to higher headquarters using FM, or other
tactical means
16. Battalion reports to the designated debriefing area.
a. Generates digital and or conventional reconnaissance reports and or overlays.
b. Processes captured documents and or equipment as required.
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION
1
2
3
4
5
6
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS “GO”
TRAINING STATUS “GO”/“NO-GO”
“*” indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS
Task Number
071-331-0820
071-410-0010
Task Title
Analyze Terrain
Conduct a Leader's Reconnaissance
38
References
STP 21-24-SMCT
STP 7-11BC24-SM-TG
TOTAL
TNSGTEP7-20-MTP
SUPPORTING COLLECTIVE TASKS
Task Number
07-2-2072
07-2-5009
07-2-5063
07-2-5081
Task Title
Report Tactical Information (Infantry
Battalion)
Conduct a Rehearsal (Infantry Battalion)
Conduct Risk Management (Infantry
Battalion)
Conduct Troop-leading Procedures (Infantry
Battalion)
39
References
TNSGTEP 7-20-MTP
TNSGTEP 7-20-MTP
TNSGTEP 7-20-MTP
TNSGTEP 7-20-MTP
TNSGTEP 7-20-MTP
ELEMENTS:
Infantry Battalion
TASK: Report Tactical Information (Infantry Company) (07-2-2072)
(FM 101-5-2)
(FM 3-7)
(FM 7-10)
(FM 101-5)
(FM 101-5-1)
(FM 7-85)
ITERATION:
1
2
COMMANDER/LEADER ASSESSMENT:
3
4
5
T
P
U
6
(Circle)
(Circle)
CONDITIONS: The Battalion is conducting operations as part of a larger force and has received an
operation order (OPORD) or fragmentary order (FRAGO) to conduct a mission at the location and time
specified. The company is required to report tactical information, such as priority intelligence requirements
(PIR) or company status. All necessary personnel and equipment are available. The company has
communications with higher, adjacent, and subordinate elements. Coalition forces and noncombatants
may be present in the operational environment. Some iterations of this task should be conducted during
limited visibility conditions.
TASK STANDARDS: The Battalion reports tactical information in accordance with (IAW) tactical
standing operating procedures (TSOP), the order, and or higher commander's guidance. The company
reports tactical information using secure means and the proper format.
TASK STEPS AND PERFORMANCE MEASURES
* 1. Battalion leaders gain and or maintain situational understanding using
information that is gathered from Brigade , frequency modulated (FM)
communications, maps, intelligence summaries, situation reports (SITREPs), and
or other available information sources.
2. Battalion commander submits reports using FM or other tactical means.
a. Consolidates and submits spot reports to higher using the acronym
"SALUTE" (size, activity, location, unit or uniform, time, and equipment).
(1) Size: The number of personnel and equipment.
(2) Activity: What is the enemy doing or the absence of enemy.
(3) Location: Grid coordinates and direction and speed of movement (if
moving).
(4) Unit: As shown by patches, signs, markings, or uniforms.
(5) Time: When the activity was observed.
(6) Equipment: Describes or identifies all equipment.
b. Reports using the most secure means available.
c. Submits a situation report (SITREP) or other command required report in
accordance with (IAW) the operation order (OPORD), the tactical standing
operating procedures (TSOP), guidance from higher.
d. Forwards reports using no more than two transmissions.
4. Battalion updates reports as the situation changes.
40
GO
NO-GO
TNSGTEP7-20-MTP
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION
1
2
3
4
5
6
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS “GO”
TRAINING STATUS “GO”/“NO-GO”
“*” indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS
Task Number
071-329-1000
071-329-1003
071-329-1012
071-331-0801
071-331-0820
Task Title
Identify Topographic Symbols on a Military
Map
Determine a Magnetic Azimuth Using a
Lensatic Compass
Orient a Map to the Ground by Map-Terrain
Association
Challenge Persons Entering Your Area
Analyze Terrain
References
STP 21-1-SMCT
STP 21-1-SMCT
STP 21-1-SMCT
STP 21-1-SMCT
STP 21-24-SMCT
SUPPORTING COLLECTIVE TASKS
Task Number
07-2-5090
Task Title
Establish Communications (Infantry
Battalion)
41
References
TNSGTEP 7-20-MTP
TOTAL
TNSGTEP 7-20-MTP
ELEMENTS:
Infantry Battalion
TASK: Conduct Security Operations in a Stability Environment (07-2-1324)
(FM 7-10)
(FM 21-60)
(FM 7-85)
(FM 7-91)
(FM 19-15)
ITERATION:
1
2
COMMANDER/LEADER ASSESSMENT:
3
4
5
T
P
U
6
(Circle)
(Circle)
CONDITIONS: The Battalion is conducting operations as part of a larger force and has received an
operation order (OPORD) or fragmentary order (FRAGO) to conduct one or more security operations at
the location and time specified. All necessary personnel and equipment are available. Local populace and
factions may or may not be cooperative. The Battalion has communications with higher, adjacent, and
subordinate elements. The Battalion has been provided guidance on the rules of engagement (ROE) and
or rules of interaction (ROI). Coalition forces and noncombatants may be present in the operational
environment. Some iterations of this task should be conducted during limited visibility conditions
TASK STANDARDS: The Battalion conducts security operations in accordance with (IAW) tactical
standing operating procedures (TSOP), the order, and or higher commander's guidance. The Battalion
establishes a force presence throughout the area of operations (AO). The Battalion commander
designates a quick reaction force (QRF). The Battalion establishes an information-gathering network,
secures routes, operates checkpoints, enforces curfews, conducts inspections and searches, and
stabilizes the area as required. The Battalion complies with the ROE and or ROI.
TASK STEPS AND PERFORMANCE MEASURES
Note: Security operations, in a stability environment, assure the local population of
the commitment of US forces to enforce the peace mandate or other agreements.
Security operations require U.S. Forces to be seen and to interact with the local
population to obtain and provide information. Stabilization requires that civilians have
confidence that they are safe. This means that governmental functions (e.g.,
schooling of children and resolution of disputes) must be accomplished in accordance
with governing agreements, that civilians are able to go about their daily business
without being attacked, and that civilians have sufficient water, food, shelter, and
medical attention.
* 1. Battalion leaders gain and or maintain situational understanding using
information that is gathered from Brigade , frequency modulated (FM)
communications, maps, intelligence summaries, situation reports (SITREPs), and
other available information sources.
* 2. Battalion commander receives an OPORD or FRAGO and issues warning order
(WARNO) to the Battalion.
a. Clarifies priority intelligence requirement (PIR) requirements.
b. Confirms any changes to the higher headquarters and Battalion task or
purpose.
c. Reviews higher headquarter's S2 Intelligence Preparation of the Battlefield
(IPB) data.
(1) Determines the nature, makeup and urban concentrations of local civil
and or military population.
42
GO
NO-GO
TNSGTEP7-20-MTP
TASK STEPS AND PERFORMANCE MEASURES
(2) Determines the natural defensive characteristics of the terrain.
(3) Determines conditions of existing roads, railways, pipelines,
waterways, and other movement corridors for use as military lines of
communications (LOCs) and local civil and or military
(4) Determines proximity of possible hostile elements to potential civil and
or military facilities and installations.
(5) Identifies locations of population centers.
(6) Identifies contentious issues between factions and ethnic groups.
(7) Identifies extent of authority and effectiveness of local governments
throughout the AO.
(8) Identifies factions that are active in the AO, to include
strengths/weaknesses of each.
(9) Identifies patterns of violence and or civil disobedience in the AO.
(10) Identifies locations of previous violent acts or activities.
(11) Identifies cultural differences of inhabitants.
(12) Identifies residential and work area of each ethnic group.
(13) Identifies key leaders and centers of influence (e.g. local government,
factional, religious, business).
(14) Identifies known or suspected locations of crimes against humanity.
(15) Identifies the known locations of mines and unexploded ordnance.
(16) Identifies the mission and activities of non-governmental organizations
operating in the AO and, guidance concerning those activities reflected
in the peace mandate or similar agreement.
d. Identifies special equipment requirements.
* 3. Battalion commander plans for the mission using troop-leading procedures.
a. Conducts a digital and or conventional map reconnaissance of the AO.
(1) Identifies and marks boundaries for AO.
(2) Identifies locations for possible observation posts and checkpoints.
b. Determines liaison requirements.
c. Coordinates for liaison officers, local guides, interpreters as required.
d. Determines reporting requirements to higher headquarters.
e. Develops casualty evacuation (CASEVAC) procedures.
f. Identifies security measures.
g. Identifies areas where State Guard forces should not go (e.g., religious
shrines, areas where the peace mandate or other agreement restrict
access).
h. Identifies force protection requirements.
i. Determines resupply requirements.
j. Develops task organization required to accomplish the mission.
k..Addresses actions on chance contact with belligerents.
* 4. Battalion commander establishes a quick reaction force (QRF).
a. Designates the QRF element.
b. Selects primary and alternate positions for the QRF.
c. Selects routes to projected places of employment.
d. Designates control measures.
e. Defines linkup procedures.
f. Identifies conditions for employment.
* 5. Battalion commander provides intelligence requirements to security patrols.
* 6. Battalion commander disseminates digital reports (if applicable), overlays, and
other pertinent information to each platoon to keep them abreast of the situation.
43
GO
NO-GO
TNSGTEP 7-20-MTP
TASK STEPS AND PERFORMANCE MEASURES
* 7. Battalion commander issues orders and instructions to include ROE and or ROI.
a. Issues clear and concise taskings to platoons/elements.
8. Battalion conducts a rehearsal (includes rehearsal of QRF).
* 9. Battalion commander issues a FRAGOs, as necessary, to address changes to
the plan identified during the rehearsal.
10. Battalion enters waypoints into position navigation (POSNAV) equipment to aid
navigation.
11. Battalion establishes and occupies a base camp as required.
12. Battalion conducts security operations.
a. Establishes information gathering network across AO.
(1) Identifies key leaders (government, community, religious, factional,
etc.).
(2) Establishes habitual relationships with key leaders.
(3) Establishes schedule of regular meetings with each key leader.
( a) Shares information with key leaders.
( b) Gathers information from key leaders.
( c) Informs key leaders of prohibitions and restrictions within the AO.
(4) Identifies threats to mission accomplishment.
b. Conducts patrols.
(1) Establishes patrol routes and schedules as required.
(2) Assigns mission to platoons and supervises their activities.
(3) Maintains communications with higher headquarters and subordinate
units.
(4) Maintains capability to reinforce or support patrols with fires IAW order,
guidance, and or TSOP.
Note: The habitual use of platoons or squads to patrol selected areas should develop
familiarity on the part of the unit with the community and the area as well as, build
trust and confidence with the citizens. If cordon and search operations or vehicle
inspections are required, units familiar with the area and the populace should conduct
the mission.
(5) Debriefs patrols as required.
c. Establishes checkpoint operations. (See platoon task: Establish and
Operate a Checkpoint.)
d. Secures routes. (See platoon task: Secure a Route.)
e. Conducts observation posts (OP) operations.
(1) Identifies activities or locations to be observed.
(2) Conducts reconnaissance to select OP sites across unit AO.
(3) Assigns OP missions.
(4) Repositions OPs as required.
(5) Maintains capability to reinforce or support OP(s) by fires IAW order,
guidance, and or TSOP.
f. Provides escorts for military or civilian movements as required. (See
Battalion task: Conduct Convoy Escort.)
g. Conducts civil disturbances operations. (See Battalion task: Control Civil
Disturbance Operations)
h. Secures selected sites (e.g. voting sites, refugee camps, schools, churches)
IAW ROE, ROI, and higher headquarters orders.
44
GO
NO-GO
TNSGTEP7-20-MTP
TASK STEPS AND PERFORMANCE MEASURES
i.
j.
k.
l.
m.
n.
GO
NO-GO
(1) Conducts reconnaissance to identify sites.
(2) Assigns subordinate element missions.
Enforces curfews.
(1) Publicizes the curfew periods.
(2) Monitors curfew compliance.
Stabilizes areas with escalating tension.
(1) Identifies potential "hot spots" of increased tension.
(2) Determines which factions may be involved and their probable
objectives.
(3) Coordinates with factions to resolve real or perceived problems.
(4) Dispatches coordination or liaison teams as required.
(5) Reports developments of any de-stabilizing incidents and other
changes to situation to higher headquarters, as required.
Demonstrates resolve, confidence, commitment, and sensitivity for local
customs and people living in the AO by attending local events.
Commits the QRF as required.
Establishes an upgraded alert status for elements in affected and adjacent
areas, as needed.
Submits reports IAW higher headquarters order and TSOP.
13. Battalion consolidates and reorganizes as necessary.
14. Battalion treats and evacuates casualties, if required.
15. Battalion continues operations as directed.
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION
1
2
3
4
5
6
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS “GO”
TRAINING STATUS “GO”/“NO-GO”
“*” indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS
Task Number
07-2-1360
07-2-2000
07-2-2063
07-2-4063
07-2-5009
07-2-5063
07-2-5081
Task Title
Control Civil Disturbance Operations
(Infantry Battalion)
Conduct a Reconnaissance
Report Tactical Information
Treat and Evacuate Casualties (Infantry
Battalion)
Conduct a Rehearsal (Infantry Battalion)
Conduct Risk Management (Infantry
Battalion)
Conduct Troop-leading Procedures (Infantry
Battalion)
45
References
TNSGTEP 7-20-MTP
ARTEP 7-91-MTP
ARTEP 7-91-MTP
TNSGTEP 7-20-MTP
TNSGTEP 7-20-MTP
TNSGTEP 7-20-MTP
TNSGTEP 7-20-MTP
TOTAL
TNSGTEP 7-20-MTP
ELEMENTS:
Infantry Battalion
TASK: Control Civil Disturbance Operations
(FM 19-15)
(07-2-1360)
(FM 7-10)
ITERATION:
1
2
COMMANDER/LEADER ASSESSMENT:
3
4
5
T
P
U
6
(Circle)
(Circle)
CONDITIONS: The Battalion is conducting operations as part of a larger force and has received an
operation order (OPORD) or fragmentary order (FRAGO) to react to a civil disturbance in the area of
operations. All necessary personnel and equipment are available. The Battalion has communications
with higher, adjacent, and subordinate elements. The Battalion has been provided guidance on the rules
of engagement (ROE) and or rules of interaction (ROI). Coalition forces and noncombatants may be
present in the operational environment. Some iterations of this task should be conducted during limited
visibility conditions
TASK STANDARDS: The Battalion conducts civil disturbance operations in accordance with (IAW)
tactical standing operating procedures (TSOP), the order, and or higher commander's guidance. The
Battalion commander designates a quick reaction force (QRF). The Battalion disperses, contains, or
blocks the crowd using the minimum level of force necessary to control the situation. The Battalion
apprehends and detains leaders of the civil disturbance and other law violators, as the situation dictates.
The Battalion complies with the ROE and or ROI.
TASK STEPS AND PERFORMANCE MEASURES
* 1. Battalion leaders gain and or maintain situational understanding using
information that is gathered from Brigade , frequency modulated (FM)
communications, maps, intelligence summaries, situation reports (SITREPs), and
other available information sources.
* 2. Battalion commander plans using troop-leading procedures.
a. Coordinates for all relevant information surrounding the disturbance.
Note: The platoon leader's information requirements may include: previous civil
disturbances and how they were handled, potential flash points (words or actions that
will increase tension), key persons, potential weapons, numbers of personnel
involved, tactics employed by similar crowds, crowd's issues and objectives.
b. Determines specific constraints on use of force (for example, ROE, ROI,
mission instructions).
c. Conducts risk assessment for mission and force, (for example, estimated
size of crowd, suspected weapons, extent of local support that crowd may
have in comparison to unit capabilities).
d. Determines commander's critical information requirements (CCIR) and own
intelligence priorities.
e. Issues warning order to platoons and or Battalion support sections and
attached elements (for example combat camera teams, Psychological
Operations (PSYOP) team, Military Working Dog (MWD).
f. Describes the rules of engagement (ROE) and policy on use of force to unit
personnel.
g. Ensures clear understanding of procedures to process captured equipment,
weapons and or detainees.
3. Battalion headquarters determines external support requirements.
a. Coordinates for police assistance in apprehension and or detention of
civilian personnel.
b. Coordinates for disposition of evidence.
46
GO
NO-GO
TNSGTEP7-20-MTP
TASK STEPS AND PERFORMANCE MEASURES
c. Coordinates for support such as interpreters, special reaction team (SRT),
hostage negotiators, Military Working Dogs (MWD) teams, PSYOP teams,
Civil Affairs teams, Host Nations support, combat camera teams, and Public
Affairs Officer (PAO).
d. Coordinates for special equipment (e.g., bullhorns, face shields, batons,
and Class V [e.g., nonlethal munitions]).
* 4. Battalion commander coordinates with the battalion SRT commander. As a
minimum the Battalion commander coordinates the following.
a. Confirms SRT radio frequency(ies), call sign(s), and recognition signals.
b. Identifies probable link-up points.
c. Confirms link-up procedures.
d. Confirms operations hand off procedures.
e. Confirms procedures for transfer of information.
* 5. Battalion commander briefs platoon leaders and soldiers on ROE and or ROI.
a. Reviews use of minimum force required to control the situation.
b. Identifies available nonlethal methods and capabilities.
c. States under what conditions deadly force is authorized.
d. States the importance of individual restraint and discipline in dealing with
crowds.
e. Reviews procedures for medical evacuation of U.S. and other personnel.
* 6. Battalion commander and command sergeant major (CSM) conduct and or
supervise rehearsals.
a. Inspect soldiers with emphasis on civil disturbance equipment.
b. Verify leaders and soldiers understanding of ROE and or ROI.
c. Verify that soldiers understand how to respond to "overmatch" situations.
* 7. Battalion commander supervises the civil disturbance operation.
a. Employs crowd control formations.
(1) Employs line formation.
(2) Employs wedge formation.
(3) Employs echelon formation.
(4) Employs circle formation.
(5) Employs diamond formation.
b. Directs apprehension of instigators and other leaders of the disturbance as
circumstances permit.
c. Maintains discipline among soldiers.
d. Apprehends leaders or instigators of the disturbance as the situation
permits.
e. Supervises and or directs use of non lethal weapons IAW ROE.
f. Reacts to special threats (such as bombings, snipers, or hostage
situations).
g. Supervises the emplacement of barriers.
h. Controls actions of special teams PSYOP teams, PAO teams, CA teams,
MWD teams, combat camera teams and host nation support).
i. Maintains communication with all elements to include the SRT.
j. Provides timely, accurate situation reports (SITREPs) to higher
headquarters.
k. Maintains unit cohesion.
l. Monitors the situation to include indications of whether or not the
confrontation is escalating in terms of size or violence.
m. Determines when the unit is in danger of being overmatched by the crowd.
Note: A unit is overmatched when it can no longer maintain control over the situation
due to the size or ferocity of the crowd or, the weapons being used.
47
GO
NO-GO
TNSGTEP 7-20-MTP
TASK STEPS AND PERFORMANCE MEASURES
GO
NO-GO
n. Calls for reinforcements.
o. Directs link up with SRT.
p. Employs the SRT as part of the Battalion or, responds to orders of SRT
commander, depending on decision of battalion commander.
8. Battalion consolidates and reorganizes.
a. Accounts for personnel and equipment.
b. Treats and evacuates causalities.
c. Reports IAW order and or TSOP.
9. Battalion secures detained persons as required.
10. Battalion secures captured documents and confiscated equipment or weapons
IAW TSOP, order, and or guidance from higher headquarters.
11. Battalion continues operations as directed.
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION
1
2
3
4
5
6
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS “GO”
TRAINING STATUS “GO”/“NO-GO”
“*” indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS
Task Number
07-2-2072
07-2-5000
07-2-5009
07-2-5054
07-2-5063
07-2-5081
Task Title
Report Tactical Information (Infantry
Battalion)
Conduct a Rehearsal (Antiarmor
Battalion/Platoon)
Conduct a Rehearsal (Infantry Battalion)
Conduct Risk Management (Antiarmor
Battalion/Platoon)
Conduct Risk Management (Infantry
Battalion)
Conduct Troop-leading Procedures (Infantry
Battalion)
48
References
TNSGTEP 7-20-MTP
ARTEP 7-91-MTP
TNSGTEP 7-20-MTP
ARTEP 7-91-MTP
TNSGTEP 7-20-MTP
TNSGTEP 7-20-MTP
TOTAL
TNSGTEP7-20-MTP
ELEMENTS:
Infantry Battalion
TASK: Establish a Base Camp (Infantry Battalion) (07-2-1405)
(FM 100-14)
(FM 10-27-4)
(FM 21-10)
(FM 24-1)
(FM 101-5-2)
(FM 20-3)
(FM 21-60)
(FM 7-10)
(FM 7-85)
ITERATION:
(FM 101-5-1)
1
2
COMMANDER/LEADER ASSESSMENT:
3
4
5
T
P
U
6
(Circle)
(Circle)
CONDITIONS: The Battalion is conducting stability operations as part of a larger force and has received
an operation order (OPORD) or fragmentary order (FRAGO) to establish and occupy a base camp at the
location and time specified. Engineer, intelligence, and other required combat support (CS) and combat
service support (CSS) personnel and assets have been provided. Interpreters are provided.
Environmental, construction, and restoration constraints have been provided by higher headquarters. The
Battalion provides its own security. All Battalion personnel and equipment are available. The Battalion has
communications with higher, adjacent, and subordinate elements. The Battalion has been provided
guidance on the rules of engagement (ROE) and or rules of interaction (ROI). Coalition forces and
noncombatants may be present in the operational environment. Some iterations of this task should be
conducted during limited visibility conditions.
TASK STANDARDS: The Battalion establishes and occupies the base camp in accordance with (IAW)
tactical standing operating procedures (TSOP), the order, and or higher commander's guidance. The
Battalion uses existing facilities if available and adequate. The Battalion constructs facilities as necessary.
The Battalion establishes security measures to protect the force. The Battalion complies with the ROE,
ROI, and other restrictions.
TASK STEPS AND PERFORMANCE MEASURES
* 1. Battalion leaders gain and or maintain situational understanding using
information that is gathered from Brigade , frequency modulated (FM)
communications, maps, intelligence summaries, situation reports (SITREPs), and
other available information sources.
* 2. Battalion commander receives an OPORD or FRAGO and issues warning order
(WARNO) to the Battalion .
* 3. Battalion commander confirms friendly and enemy situations.
a. Receives an updated digital report showing the location of forward and
adjacent friendly elements, if applicable.
b. Clarifies priority intelligence requirement (PIR) requirements.
c. Confirms any changes to the higher headquarters and Battalion task or
purpose.
d. Confirms any changes to the scheme of maneuver.
e. Reviews higher headquarter's S2 intelligence preparation of the battlefield
(IPB) data.
49
GO
NO-GO
TNSGTEP 7-20-MTP
TASK STEPS AND PERFORMANCE MEASURES
(1) Determines the nature, makeup and urban concentrations of local civil
and or military population.
(2) Determines the natural defensive characteristics of the terrain.
(3) Determines conditions of existing roads, railways, pipelines,
waterways, and other movement corridors for use as military lines of
communications (LOCs) and local civil/military movement.
(4) Determines proximity of threat to potential civil/military facilities and
installations.
* 4. Battalion commander plans using troop-leading procedures.
a. Conducts analysis based on factors of mission, enemy, troops, terrain,
time available, and civil considerations (METT-TC).
(1) Considers the potential enemy's capabilities, likely courses of action
(COAs), and specific weapons capabilities.
b. Conducts a digital and or conventional map reconnaissance.
(1) Identifies location of lodgment and surrounding area.
(2) Identifies tentative security positions.
c. Plans lodgment that considers the following.
(1) Assignment of subunit sectors.
(2) Assignment of contiguous or noncontiguous areas of operations (AO).
(3) Other forces operating in the area.
(4) Composition, location, and size of lodgment.
(5) Location of the command post (CP).
(6) Distances from urban areas.
(7) Location of possible landing zones and pickup zones.
(8) Proximity to LOCs.
(9) Priorities for protection of civil/military personnel, facilities, installations,
and key terrain.
(10) Visibility of forces to establish force presence.
(11) Use of static and mobile security assets.
(12) Continuous reconnaissance and security (R&S).
(13) Security measures.
(15) Availability of host agency support.
(16) CSS.
( a) Storage bunkers.
( b) Maintenance and refueling areas.
( c) Mess areas, showers, and latrines.
( d) Aid stations.
( e) Contracted services.
(17) Civil affairs and or civil military operations (CMO) activities.
(18) Assets required from battalion and higher.
d. Organizes the Battalion as necessary to accomplish the mission and or
compensate for combat losses.
(1) Designates a quartering party.
(2) Designates a reserve or quick reaction force (QRF) if required.
e. Addresses actions on chance contact with the enemy.
f. Coordinates and synchronizes activities within each battlefield operating
system (BOS).
* 5. Battalion commander disseminates digital reports (if applicable), overlays, and
other pertinent information to each element to keep them abreast of the situation.
50
GO
NO-GO
TNSGTEP7-20-MTP
TASK STEPS AND PERFORMANCE MEASURES
* 6. Battalion commander issues orders and instructions to include ROE and or ROI.
a. Issues clear and concise taskings to elements.
b. Briefs quartering party.
7. Battalion conducts a rehearsal.
* 8. Battalion commander issues a FRAGO, as necessary, to address changes to the
plan identified during the rehearsal.
9. Quartering party moves to lodgment area using appropriate movement method .
a. Enters waypoints into position navigation (POSNAV) equipment to aid
navigation.
b. Assists in and or conducts reconnaissance of route to lodgment area.
c. Posts guides along route and at entrance of lodgment as required.
d. Assists in and or conducts reconnaissance of lodgment area.
e. Secures lodgment area.
f. Selects and marks tentative positions IAW the order, TSOP, and or
guidance.
g. Establish initial coordination with local residents if required.
h. Maintains surveillance and provides security of the area until the arrival of
the remainder of the troop.
i. Reacts to contact as required.
j. Reports to main body when lodgment area is secure.
10. Main body moves to lodgment area using appropriate movement method (tactical
road march or tactical movement) (based on METT-TC factors).
a. Enters waypoints into position navigation (POSNAV) equipment to aid
navigation.
b. Follows direction of guides if used.
c. Occupies lodgment.
(1) Uses existing facilities if available and adequate.
d. Reports arrival to higher headquarters as required.
e. Establishes security based on factors of METT-TC.
f. Reacts to contact as required.
g. Submits situation reports (SITREPs) to higher headquarters as required.
11. Battalion performs lodgment activities.
a. Establishes command and control operations.
(1) Positions the CP in a location from which the commander can best
lead his Battalion.
( a) Considers communications requirements.
( b) Considers security needs for the CP.
(2) Establishes Battalion communications nets.
b. Establishes and maintains a reserve force or QRF based on threat factors if
not established before.
c. Conducts defense of lodgment area.
d. Conducts CSS activities.
(1) Starts construction of needed facilities.
e. Improves positions as time permits.
f. Conducts informal discussions with local residents utilizing combat
intelligence/human intelligence (HUMINT) specialists.
g. Takes measures to protect the force.
51
GO
NO-GO
TNSGTEP 7-20-MTP
TASK STEPS AND PERFORMANCE MEASURES
h.
i.
j.
k.
l.
m.
n.
GO
NO-GO
(1) Ensure equipment, personnel, and positions are camouflaged as
required.
(2) Enforces light, noise, and litter discipline.
(3) Enforces proper radiotelephone procedures.
(4) Establishes checkpoints.
(5) Establishes and enforces effective lodgment area security procedures.
(6) Establishes observation posts (OPs) as required.
(7) Conducts aggressive patrolling.
(8) Conducts reconnaissance as necessary.
Ensures all leaders and soldiers know how to deal effectively with broadcast
and print reporters and photographers.
Conducts negotiations required and or directed.
Conducts presence operations required and or directed.
Conducts civil disturbance operations required and or directed.
Conducts compliance inspections as required and or directed.
Reacts to terrorists and or insurgents as required.
Conducts support operations as required and or directed.
*12. Battalion commander keeps the next higher commander informed of status of
base camp area occupation and development.
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION
1
2
3
4
5
6
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS “GO”
TRAINING STATUS “GO”/“NO-GO”
“*” indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS
Task Number
07-2-1324
07-2-1360
07-2-2018
07-2-2072
07-2-5009
07-2-5063
07-2-5081
07-2-5090
07-2-5135
Task Title
Conduct Security Operations in a Stability
Environment (Antiarmor/Infantry Battalion)
Control Civil Disturbance Operations
(Infantry Battalion)
Conduct an Area or Zone Reconnaissance
(Infantry Battalion)
Report Tactical Information (Infantry
Battalion)
Conduct a Rehearsal (Infantry Battalion)
Conduct Risk Management (Infantry
Battalion)
Conduct Troop-leading Procedures (Infantry
Battalion)
Establish Communications (Infantry
Battalion)
Operate a Command Post
52
References
TNSGTEP 7-20-MTP
TNSGTEP 7-20-MTP
TNSGTEP 7-20-MTP
TNSGTEP 7-20-MTP
TNSGTEP 7-20-MTP
TNSGTEP 7-20-MTP
TNSGTEP 7-20-MTP
TNSGTEP 7-20-MTP
TNSGTEP 7-20-MTP
TOTAL
TNSGTEP7-20-MTP
ELEMENTS:
Infantry Battalion
TASK: Treat and Evacuate Casualties
(FM 101-5-1)
(FM 101-5-2)
(FM 7-10)
(FM 7-85)
(07-2-4063)
(FM 21-60)
(FM 3-5)
(FM 8-10-6)
ITERATION:
1
2
COMMANDER/LEADER ASSESSMENT:
3
4
5
T
P
U
6
(Circle)
(Circle)
CONDITIONS: The Battalion is conducting operations as part of a larger force and has sustained
casualties during the current mission. The Battalion has an aid team attached and at least one combat
lifesaver for each section/squad. The Battalion has communications with higher, adjacent, and
subordinate elements. The Battalion has been provided guidance on the Rules of Engagement (ROE)
and or Rules of Interaction (ROI). Coalition forces and noncombatants may be present in the operational
environment. Some iterations of this task should be conducted during limited visibility conditions
TASK STANDARDS: The Battalion treats and evacuates casualties in accordance with (IAW) tactical
standing operating procedures (TSOP), the order, and or higher commander's guidance. The Battalion
administers the proper lifesaving measures to stabilize the casualty. The Battalion evacuates casualties
to the higher headquarters' casualty collection point. The Battalion complies with the ROE and or ROI.
TASK STEPS AND PERFORMANCE MEASURES
* 1. Battalion leaders gain and or maintain situational understanding using
information that is gathered from Brigade , frequency modulated (FM)
communications, maps, intelligence summaries, situation reports (SITREPs), and
or other available information sources.
* 2. Battalion executive officer (XO) and command sergeant major (CSM) plan
casualty treatment and evacuation with the senior Battalion or platoon aidman.
a. Designate Battalion casualty collection point.
b. Plan casualty evacuation routes.
c. Plan disposition of the casualty's equipment.
d. Plan security of the casualty collection point.
e. Ensure aid and litter teams are designated by all elements.
f. Ensure all elements are briefed on and understand ROE and ROI.
g. Disseminate treatment and evacuation plan to Battalion.
3. Battalion elements treat and evacuate casualties.
a. Identify serious casualties requiring evacuation.
b. Administer first aid to casualties.
c. Stabilize the casualties.
d. Administer the proper lifesaving measures.
e. Position casualties on vehicle(s), if available.
f. Retain classified documents [signal operating instructions (SOI), maps,
orders, overlays] and mission-essential equipment (night vision devices,
crew-served weapon) previously controlled by the casualty.
g. Deliver classified documents and mission-essential equipment to Battalion
headquarters as soon as factors of mission, enemy, terrain, troops, time
available, and civil considerations (METT-TC) allows.
53
GO
NO-GO
TNSGTEP 7-20-MTP
TASK STEPS AND PERFORMANCE MEASURES
GO
NO-GO
* 4. CSM reports casualties to the battalion combat trains command post (CTCP) or
higher headquarters trains command post.
a. Reports key personnel losses.
b. Includes number, location, and status of casualties.
* 5. CSM, designated NCO, or senior Battalion aidman coordinates the casualty
evacuation by ground ambulance to the battalion and or higher headquarters aid
station or to the battalion and or higher headquarters collection point, and
prepares them for transport.
a. Moves casualties to the rear of the Battalion position to a covered and
concealed location.
b. Retains classified documents (SOI, maps, orders, overlays) previously
controlled by the casualty.
c. Determines which casualties are most serious.
d. Prevents further injury to casualties.
e. Follows instructions in the operations order (OPORD) or TSOP.
6. Battalion requests helicopter evacuation of casualties based on factors of METTTC.
a. Submits medical evacuation (MEDEVAC) request using the correct format
(digital or analog).
b. Selects and marks the best available covered and concealed landing zone
(LZ).
c. Moves casualties by the best available means to the LZ, and continues
treatment.
d. Assists the flight or ambulance crew with the casualties.
e. Maintains security of the LZ .
*10. XO or CSM reassigns personnel.
a. Bases reassignments on the commander's guidance.
b. Ensures key positions are filled and critical weapons are manned.
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION
1
2
3
4
5
6
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS “GO”
TRAINING STATUS “GO”/“NO-GO”
“*” indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS
Task Number
07-2-2072
07-2-5072
07-2-5081
Task Title
Report Tactical Information (Infantry
Battalion)
Conduct Troop-leading Procedures
(Antiarmor Battalion/Platoon)
Conduct Troop-leading Procedures (Infantry
Battalion)
54
References
TNSGTEP 7-20-MTP
ARTEP 7-91-MTP
TNSGTEP 7-20-MTP
TOTAL
TNSGTEP7-20-MTP
ELEMENTS:
Infantry Battalion
TASK: Conduct a Rehearsal
(07-2-5009)
(FM 101-5)
(FM 7-85)
(FM 101-5-1)
(FM 21-60)
ITERATION:
(FM 7-10)
1
2
COMMANDER/LEADER ASSESSMENT:
3
4
5
T
P
U
6
(Circle)
(Circle)
CONDITIONS: The Battalion is conducting operations as part of a larger force and has received a
warning order (WARNO) and operation order (OPORD) or fragmentary order (FRAGO) for an upcoming
mission. Mission planning and coordination for the mission have been accomplished. Time is available to
conduct a rehearsal. All necessary personnel and equipment are available. The Battalion has
communications with higher, adjacent, and subordinate elements. The Battalion has been provided
guidance on the rules of engagement (ROE) and or rules of interaction (ROI). Coalition forces and
noncombatants may be present in the operational environment. Some iterations of this task should be
conducted during limited visibility conditions.
TASK STANDARDS: The Battalion conducts a rehearsal prior to the beginning of the upcoming
operation in accordance with the order, Field Manual 101-5, and or higher commander's guidance. The
Battalion uses the operation order, the synchronization matrix, and the decision support template (DST)
as tools to focus and drive the rehearsal. The rehearsal addresses critical aspects of the operation and
provides necessary information for subordinate elements to execute their mission. The Battalion
commander reinforces the ROE and or ROI.
TASK STEPS AND PERFORMANCE MEASURES
* 1. Battalion leaders gain and or maintain situational understanding using
information that is gathered from Brigade , frequency modulated (FM)
communications, maps, intelligence summaries, situation reports (SITREPs), and
other available information sources.
* 2. Battalion commander plans and prioritizes the rehearsal schedule.
a. Selects:
(1) Type of rehearsal.
(2) Rehearsal technique.
(3) Place of rehearsal.
(4) Attendees.
(5) Possible negative influence course of action (COA) to be portrayed.
b. Coordinates liaison officer (LNO) attendance from adjacent units, if
required.
c. Ensures rehearsal time and location are identified in the Battalion OPORD
or WARNO.
* 3. Battalion commander prepares for rehearsal.
a. Identifies and prioritizes key events to be rehearsed.
b. Allocates time.
c. Confirms friendly situations.
(1) Receives an updated digital report showing the location of forward and
adjacent friendly elements, if applicable.
55
GO
NO-GO
TNSGTEP 7-20-MTP
TASK STEPS AND PERFORMANCE MEASURES
GO
NO-GO
(2) Clarifies priority intelligence requirement (PIR) requirements.
(3) Confirms any changes to the Battalion team and Battalion task or
purpose.
(4) Confirms any changes to the scheme of maneuver.
d. Reviews:
(1) Completeness of task organization.
(2) Readiness of personnel and material.
(3) Level of preparation for the assigned mission.
* 4. Company (subordinate) leaders complete their planning process.
* 5. Battalion commander or designated representative executes the rehearsal.
a. Conducts a formal roll call and ensures necessary equipment is on hand.
b. Validates task organization for the mission.
c. Rehearses synchronization of combat power from flank, higher, and his own
units.
d. Synchronizes the timing and contribution of each operating system.
e. Keeps the rehearsal within established time constraints.
f. Ensures selected events receive appropriate attention.
g. Ensures absentees receive changes immediately.
h. Restates any changes, coordination, or required clarification.
i. Estimates the time that a FRAGO, codifying the changes, will follow.
j. Orients participants to the training aid and the terrain.
k. Defines the standard (what will be accepted as satisfactory performance for
the rehearsal).
l. Visualizes and synchronizes the concept of operations.
m. Rehearses again, if the standard is not met and time is available.
* 6. Subordinate leaders articulate their element's actions and responsibilities.
a. Use an established format.
b. Record changes on their copies of the graphics or OPORD.
(1) Presumed concept of operation.
* 7. Battalion commander assembles participants to conduct an after action review
(AAR).
a. Updates OPORD and or plan, as required.
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION
1
2
3
4
5
6
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS “GO”
TRAINING STATUS “GO”/“NO-GO”
“*” indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS
Task Number
07-2-5063
07-2-5081
Task Title
Conduct Risk Management (Infantry
Battalion)
Conduct Troop-leading Procedures (Infantry
Battalion)
56
References
TNSGTEP 7-20-MTP
TNSGTEP 7-20-MTP
TOTAL
TNSGTEP7-20-MTP
ELEMENTS: Infantry Battalion
TASK: Conduct Risk Management (Infantry Battalion) (07-2-5063)
(FM 100-14)
(FM 7-85)
(FM 101-5-1)
ITERATION:
(FM 7-10)
1
2
COMMANDER/LEADER ASSESSMENT:
3
4
5
T
P
U
6
(Circle)
(Circle)
CONDITIONS: The Battalion is conducting operations as part of a larger force and has received an
operation order (OPORD) or fragmentary order (FRAGO) to conduct a specific mission at the location and
time specified. All necessary personnel and equipment are available. The Battalion has communications
with higher, adjacent, and subordinate elements. The Battalion has been provided guidance on the rules
of engagement (ROE) and or rules of interaction (ROI). Coalition forces and noncombatants may be
present in the operational environment.
TASK STANDARDS: The Battalion commander conducts risk management in accordance with (IAW)
tactical standing operating procedures (TSOP), and or higher commander's guidance. The Battalion
identifies hazards, assesses hazards, develops controls and makes risk decisions, implements controls,
and supervises and evaluates controls. The Battalion complies with the ROE and or ROI.
TASK STEPS AND PERFORMANCE MEASURES
* 1. Battalion leaders gain and or maintain situational understanding using
information that is gathered from Brigade, frequency modulated (FM)
communications, maps, intelligence summaries, situation reports (SITREPs), and
other available information sources.
* 2. Battalion commander receives an OPORD or FRAGO and issues warning order
(WARNO) to the Battalion.
* 3. Commander plans using troop leading procedures.
a. Begins immediately to analyze the mission briefly using the factors of
mission, enemy, terrain and weather, troops, time available, and civil
considerations (METT-TC).
* 4. Battalion commander identifies tactical and accidental risks.
a. Ensures mission is executed in the safest possible environment, within
mission constraints.
b. Identifies the hazards associated with all aspects and phases of the
mission.
(1) Integrate as a part of the tactical planning process.
c. Identifies the benefits of safety measures to the unit's mission versus the
potential cost of risk or safety hazards paying particular attention to METTTC factors.
d. Conducts continuous assessment during the operation for risk reduction.
* 5. Battalion commander assess identified risk or safety hazards.
a. Determines risk that can be eliminated or avoided.
b. Assess the severity of hazards that cannot be eliminated or avoided.
c. Compares identified risk to the higher commander's acceptable risk level
based on stated mission objectives.
d. Describes operations in terms of its risk level (extremely high, high,
medium, low) based upon the factors of METT-TC.
57
GO
NO-GO
TNSGTEP 7-20-MTP
TASK STEPS AND PERFORMANCE MEASURES
GO
NO-GO
e. Computes overall risk status.
f. Identifies aspects of the operation that may be affected by the primary
causes of fratricide.
(1) Land navigation failures.
(2) Inadequate control measures.
(3) Failures in reporting and communications.
* 6. Commander develops controls and make risk decisions to eliminate or reduce
risk and safety hazards.
Note: Only the commander can make final risk decisions. He alone decides if controls
are sufficient and acceptable and whether to accept the resulting residual risk.
a. Selects course of action (COA) that achieves the commander's intent and
minimizes the risk.
b. Develops procedures that reduce risk.
c. Develops controls that specify who, what, where, when, why, and how each
control will be used.
d. Integrates controls into rehearsals and mission executions.
7. Battalion personnel implements risk control procedures.
* 8. Commander supervises and evaluates risk management controls.
a. Supervises mission rehearsals and execution to ensure combat safety
standards are maintained.
b. Evaluates the effectiveness of controls and adjust as necessary.
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION
1
2
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS “GO”
TRAINING STATUS “GO”/“NO-GO”
“*” indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS: NONE
58
3
4
5
6
TOTAL
TNSGTEP7-20-MTP
ELEMENTS:
Infantry Battalion
TASK: Conduct Troop-leading Procedures (Infantry Battalion) (07-2-5081)
(FM 101-5)
(FM 101-5-2)
(FM 21-60)
(FM 7-10)
(FM 7-85)
(FM 101-5-1)
(FM 20-3)
(FM 7-20)
(FM 7-92)
ITERATION:
1
2
COMMANDER/LEADER ASSESSMENT:
3
4
5
T
P
U
6
(Circle)
(Circle)
CONDITIONS: The Battalion is conducting operations as part of a larger force and has received an a
warning order (WARNO), operation order (OPORD), or fragmentary order (FRAGO) for an upcoming
mission. Time is available to conduct troop-leading procedures (TLP). All necessary personnel and
equipment are available. The Battalion has communications with higher, adjacent, and subordinate
elements. The Battalion has been provided guidance on the rules of engagement (ROE) and or rules of
interaction (ROI). Coalition forces and noncombatants may be present in the operational environment.
Some iterations of this task should be conducted during limited visibility conditions.
TASK STANDARDS: The Battalion conducts troop-leading procedures in accordance with (IAW) the
tactical standing operating procedures (TSOP) and appropriate field manual. All planning, coordination,
preparations, rehearsals, inspections, and orders are been conducted.
TASK STEPS AND PERFORMANCE MEASURES
* 1. Battalion leaders gain and or maintain situational understanding using
information that is gathered from Brigade, frequency modulated (FM)
communications, maps, intelligence summaries, situation reports (SITREPs), and
or other available information sources.
* 2. Battalion commander receives an OPORD or FRAGO and issues warning order
(WARNO) to the Battalion.
a. Includes. (WARNO)
(1) Battalion's mission and Battalion commander's time line.
(2) Enough information for subordinate elements to start preparation for
the mission.
(3) Movement instructions, if movement is to be initiated before OPORD
issuance.
(4) Items not covered in the unit TSOP.
* 3. Battalion commander conducts mission analysis.
a. Focuses on determining the Battalion's mission and the amount of available
time.
b. Begins immediately to analyze the mission briefly using the factors of
mission, enemy, terrain and weather, troops, time available, and civil
considerations (METT-TC).
(1) Uses no more than one third of available planning time for his
planning. (Allows subordinates to have two thirds of available planning
time for their planning.)
(2) Obtains clarification of the higher commander's intent two levels up,
specified tasks, and implied tasks, if necessary.
(3) Coordinates with adjacent, combat support (CS), and combat service
support (CSS) elements, as necessary or appropriate.
59
GO
NO-GO
TNSGTEP 7-20-MTP
TASK STEPS AND PERFORMANCE MEASURES
* 4. Battalion commander makes a tentative plan.
a. Develops an estimate of the situation which includes.
(1) Detailed mission analysis.
( a) Battalion commander's intent and his concept is understood.
( b) Analyze METT-TC factors in as much detail as time and quality of
information will allow.
( c) Identify specified, implied and essential tasks.
( d) Identify any constraints, i.e. requirements for action and
prohibition of actions.
( e) Restated Battalion mission statement of who, what, when, where,
and why.
(2) Situational analysis and course of action (COA) development.
( a) Battalion commander determines one or more ways to achieve
the mission.
( b) Analyze relative combat power.
( c) Generate options.
( d) Array Battalion's initial forces.
( e) Develop schemes of maneuver.
( f) Assign headquarters.
(3) Analysis of each COA.
( a) Determine advantages and disadvantages.
( b) Visualize the flow of battle.
(4) Comparison of each COA.
( a) Does the COA accomplish the Battalion purpose.
b. Makes a decision on which COA will be used. (The decision represents the
tentative plan.)
* 5. Battalion commander initiates movement IAW the WARNO, or OPORD, or
FRAGO and or unit TSOP. (There may be a need to initiate movement
immediately following the issuance of the WARNO.)
a. Establishes movement control through the use of waypoints and or graphic
control, measures.
b. Assumes the appropriate readiness condition (REDCON) level.
c. Dispatches quartering party as necessary.
d. Begins priorities of work.
e. Conducts time-distance check of the route to the start point (SP), as
necessary.
f. Prepares reconnaissance element(s) for movement.
* 6. Battalion commander conducts reconnaissance.
a. Coordinates with organizations that his reconnaissance elements will pass
through or near.
b. Completes a personal reconnaissance when time allows.
c. Completes a map reconnaissance when time does not allow a personal
recon.
* 7. Battalion commander completes the plan.
a. Adjusts the plan based on results of the reconnaissance.
b. Ensures the plan meets the requirements of the mission and the
commander's intent.
* 8. Battalion commander issues the order.
60
GO
NO-GO
TNSGTEP7-20-MTP
a. Ensures subordinates understand mission, commanders intent, concept of
the operation and their assigned tasks .
b. Issues the order within sight of the objective or on defensive terrain. (When
this is not possible, a terrain model or sketch should be used.)
* 9. Battalion commander supervises preparations and refines the order.
a. Conducts a rehearsal.
b. Conducts inspections.
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION
1
2
3
4
5
6
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS “GO”
TRAINING STATUS “GO”/“NO-GO”
“*” indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS
Task Number
07-2-5009
07-2-5063
Task Title
Conduct a Rehearsal (Infantry Battalion)
Conduct Risk Management (Infantry
Battalion)
61
References
TNSGTEP 7-20-MTP
TNSGTEP 7-20-MTP
TOTAL
TNSGTEP 7-20-MTP
ELEMENTS: Infantry Battalion
TASK: Establish Communications (Infantry Battalion) (07-2-5090)
(FM 100-14)
(FM 101-5-1)
(FM 21-60)
(FM 7-10)
(FM 7-85)
(FM 101-5)
(FM 101-5-2)
(FM 24-12)
ITERATION:
(FM 20-3)
(FM 24-19)
1
2
COMMANDER/LEADER ASSESSMENT:
3
4
5
T
P
U
6
(Circle)
(Circle)
CONDITIONS: The Battalion is conducting operations as part of a larger force. The Battalion has moved
to an assembly area or other location that requires them to establish communications to provide
information exchange between Battalion elements and higher headquarters. All necessary personnel and
equipment are available. The signal annex to the operation order (OPORD) is available. Some iterations
of this task should be conducted during limited visibility conditions.
TASK STANDARDS: The Battalion establishes communications in accordance with (IAW) the tactical
standing operating procedures (TSOP), order, and or higher commander's guidance. The Battalion
prepares communication systems for operation. The Battalion establishes and enters appropriate
communication nets. Battalion performs remedial electronic counter countermeasures (ECCM).The
Battalion maintains communications and communications security.
TASK STEPS AND PERFORMANCE MEASURES
* 1. Battalion leaders gain and or maintain situational understanding using
information that is gathered from Brigade, frequency modulated (FM)
communications, maps, intelligence summaries, situation reports (SITREPs), and
other available information sources.
* 2. Battalion commander and or Command Sergeant Major (CSM) locate radio
stations (primary and alternate) some distance from the Battalion headquarters
or command post.
a. Allow for effective use of terrain in an electronic warfare environment.
b. Avoid frequency interference from power lines and other friendly sources.
c. Provide physical security from personnel interference.
d. Provide the best possible cover and concealment consistent with reliable
transmission and reception of required stations.
3. Battalion prepares the communication systems for operation.
a. Ensures that digital equipment is initialized and operating IAW TSOP and
applicable manuals.
b. Installs required antenna.
c. Sets assigned frequency(s).
d. Makes required settings.
e. Programs equipment for secure operations using key list or appropriate
keying devices, if applicable.
f. Checks all system components for operational abilities.
g. Provides security for communications security (COMSEC) items.
62
GO
NO-GO
TNSGTEP7-20-MTP
TASK STEPS AND PERFORMANCE MEASURES
4. Battalion operates the Battalion net control station (NCS) using FBCB2, wire, or
radio.
a. Opens analog and digital nets in accordance with (IAW) current Signal
Operating Instructions (SOI)/Signal Supplemental Instructions (SSI).
b. Challenges all analog and digital stations in net as required by the SOI and
or SSI.
c. Controls entry and departure of all stations.
d. Monitors the net for operability and connectivity of digital devices, if
applicable.
e. Reports loss and or operating difficulties of any analog or digital station to
the chain of command and higher HQ communications element.
f. Enforces station and net restrictions.
g. Monitors the net to detect errors in operating procedures.
h. Corrects all errors in net operating procedures.
i. Enforces station listening silence as prescribed by or commander's
directive.
j. Completes transition to extend range of radio station within 15 minutes, if
required.
k. Remotes radio station at least one kilometer, if required.
l. Directs change to alternate frequency when compromise of primary
frequency is suspected.
m. Closes net IAW the SOI/SSI.
5. Battalion enters higher headquarters and participating agencies support nets as
required.
6. Battalion transmits and receives messages over FBCB2 and radio nets using the
correct format and procedures.
a. Processes messages by precedence, date/time group, and IAW the tactical
standing operating instructions (TSOP).
b. Processes incoming messages without errors.
c. Forwards incoming messages to appropriate element/section.
d. Check outgoing messages for completeness and readability.
e. Employ approved radiotelephone procedures.
f. Transmit messages IAW precedence, correct format, and prescribed text.
g. Employ approved codes and brevity lists when transmitting the names of
persons, places, and sensitive information.
h. Encode all grid coordinates using the current SOI/SSI
i. Decode all grid coordinates using the current SOI/SSI.
j. Employ lowest operational power setting consistent with operations
requirements.
k. Maintain station log.
l. Troubleshoot radio set as necessary and within operator's capability.
m. Correct faults (within operator's capability).
n. Report uncorrectable faults to higher headquarters for resolution.
7. Battalion maintains land communications.
a. Maintains wire communications between the Battalion CP and all subelements.
b. Maintains a hot loop between the Battalion CP and sub-elements, if
switchboard is not available.
c. Establishes messenger runners when land communications are inoperative.
h. Requests (using alternate means) that the net change to a backup
frequency.
i. Continues to operate in an attempt to communicate through the jamming.
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TASK STEPS AND PERFORMANCE MEASURES
GO
NO-GO
g. Submits initial MIJI Feeder Voice Template Report to assigned or
supporting higher headquarters communications personnel or element.
h. Reroutes message traffic using alternate means of communications, such
as relay (through another station), FM, RWI, or wire.
i. Requests (using alternate means) that the net change to a backup
frequency.
11. Battalion maintains generator power.
a. Operates generators IAW appropriate Technical Manuals (TMs).
b. Constructs sound barrier and screening system to muffle noise and
minimize heat signature.
c. Constructs a fuel storage and fire control point for all generators with fire
extinguishers as prescribed by the TSOP and commander's guidance.
12. Battalion employs signal security (SIGSEC) measures.
a. Employs COMSEC measures to deny friendly telecommunication
information to the enemy.
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION
1
2
3
4
5
6
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS “GO”
TRAINING STATUS “GO”/“NO-GO”
“*” indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS
Task Number
01-5700.01-0001
01-5700.01-0002
01-5700.01-0003
Task Title
Communicate on a Tactical Radio
Determine Call Signs, Frequencies, and Item
Numbers
Employ a Numeral Cipher Authentication
System
64
References
STP 21-II-MQS
STP 21-II-MQS
STP 21-II-MQS
TOTAL
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ELEMENTS: Infantry Battalion
TASK: Operate a Command Post
(FM 7-10)
(FM 101-5)
(FM 101-5-2)
(FM 21-60)
(FM 34-8-2)
(FM 7-85)
(07-2-5135)
(FM 100-14)
(FM 101-5-1)
(FM 21-10)
ITERATION:
1
2
COMMANDER/LEADER ASSESSMENT:
3
4
5
T
P
U
6
(Circle)
(Circle)
CONDITIONS: The Battalion is conducting operations as part of a larger force and is required to operate
the Battalion command post (CP) to monitor and control operations. All necessary personnel and
equipment are available. The Battalion has communications with higher, adjacent, and subordinate
elements. The Battalion has been provided guidance on the rules of engagement (ROE) and or rules of
interaction (ROI). Coalition forces and noncombatants may be present in the operational environment.
Some iterations of this task should be conducted during limited visibility conditions.
TASK STANDARDS: The Battalion operates the CP in accordance with (IAW) tactical standing
operating procedures (TSOP), the order, and or higher commander's guidance. The CP provides
communications with higher, subordinate, adjacent, and supporting units; assists the Battalion
commander in planning, coordinating, and issuing Battalion OPORDs; and supports continuous
operations by the Battalion. The CP maintains situational understanding by receiving, processing,
recording, plotting, tracking, and reporting information. The Battalion complies with the ROE and or ROI.
TASK STEPS AND PERFORMANCE MEASURES
* 1. Battalion leaders gain and or maintain situational understanding using
information that is gathered from Brigade, frequency modulated (FM)
communications, maps, intelligence summaries, situation reports (SITREPs), and
or other available information sources.
* 2. Battalion commander receives an OPORD or FRAGO and issues warning order
(WARNO) to the Battalion.
* 3. Battalion commander conducts troop-leading procedures with emphasis on the
following:
a. Conducts a digital and or conventional map reconnaissance.
65
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TASK STEPS AND PERFORMANCE MEASURES
(1) Identifies primary and alternate CP locations.
(2) Marks tentative dismount points on digital and conventional maps as
appropriate.
b. Plans security requirements.
c. Plans communication requirements.
d. Plans for continuous operation.
* 4. Battalion commander and reconnaissance element conducts the reconnaissance
based on factors of mission, enemy, terrain, troops, time available, and civil
considerations (METT-TC).
a. Enters waypoints into position navigation (POSNAV) equipment to aid
navigation.
b. Pinpoints the primary and alternate CP locations.
c. Establishes security.
d. Verifies and updates intelligence information.
e. Leaves a surveillance team to observe the location, if necessary.
f. Returns to the Battalion position.
* 5. Battalion commander or designated representative positions CP.
a. Moves on covered and concealed routes to the rear of Battalion combat
elements.
b. Completes all communications checks.
c. Positions the CP in a static position (assembly area, battle position, etc.).
(1) Positions the CP away from natural lines of drift and key terrain
features.
(2) Collocates the Battalion CP with a company CP, if added security is
required.
(3) Camouflages CP to prevent detection from ground and air.
d. Moves CP.
(1) Designates where the CP will move.
(2) Maintains radio communications with higher headquarter's CP and
subordinate elements throughout the operation.
(3) Conducts reconnaissance of terrain forward, to the rear, and to the
flanks of the unit's position, as required.
6. CP establishes security and conducts operations.
a. Establishes security before main element arrives.
b. Operates as the net control station (NCS) for the Battalion command net.
c. Provides all-round protection for the CP main element at the site.
d. Monitors Battalion and battalion radio nets.
e. Manages the flow of information between the Battalion and higher
headquarters.
f. Maintains an operations log and operations map, continuously tracks
operations.
(1) Updates and maintains the locations of subordinate and adjacent units.
g. Reports the unit location in a secure manner (FM voice and or digital) when
required.
h. Processes information, prepares and submits all reports (FM voice and or
digital) IAW the TSOP to higher headquarters.
l. Forwards battalion orders and other critical information to Battalion
commander, if applicable.
m. Maintains accurate status reports for all subordinate elements
n. Performs Battalion nuclear, biological, chemical (NBC) defense activities.
o. Plans and coordinates CSS for the Battalion, assisted by the Battalion 1SG.
p. Conducts continuous operations.
66
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TASK STEPS AND PERFORMANCE MEASURES
GO
NO-GO
(1) Cross-trains personnel.
(2) Establishes CP work schedule and sleep plan.
(3) Ensures key decision-makers get sleep.
7. CP moves to alternate location(s) as directed by the Battalion commander or
dictated by factors of METT-TC.
TASK PERFORMANCE / EVALUATION SUMMARY BLOCK
ITERATION
1
2
3
4
5
6
TOTAL TASK STEPS EVALUATED
TOTAL TASK STEPS “GO”
TRAINING STATUS “GO”/“NO-GO”
“*” indicates a leader task step.
SUPPORTING INDIVIDUAL TASKS: NONE
SUPPORTING COLLECTIVE TASKS
Task Number
07-2-2018
07-2-2072
07-2-5009
07-2-5063
07-2-5081
07-2-5090
Task Title
Conduct an Area or Zone Reconnaissance
(Infantry Battalion)
Report Tactical Information (Infantry
Battalion)
Conduct a Rehearsal (Infantry Battalion)
Conduct Risk Management (Infantry
Battalion)
Conduct Troop-leading Procedures (Infantry
Battalion)
Establish Communications (Infantry
Battalion)
67
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TOTAL
TNSGTEP 7-20-MTP
CHAPTER 6
External Evaluation
6-1. General. An external evaluation is conducted to evaluate the unit's ability to perform its missions.
This chapter is a guide for preparing an external evaluation. Using units may modify this evaluation,
based on the factors of mission, enemy, terrain, troops, time available, and civil considerations (METTTC) or other considerations as deemed appropriate by the commander or leader. Selected training and
evaluation outlines (T&EOs) in Chapter 5 are used for evaluation that involves the total unit. At the end of
the evaluation, the unit and evaluating commander or leader can identify the strengths and weaknesses
of the evaluated unit. These strengths and weaknesses are the basis for future training and resource
allocations.
6-2. Preparing the Evaluation. The evaluating unit commander must standardize evaluation procedures to
accurately measure the unit's capabilities.
a. Preparing the Evaluation Instrument. The sample evaluation scenario in Table 6-1 contains the
tasks necessary to develop the scenario and execute the evaluation. Selective tailoring is required,
because it is not possible to evaluate every task. The following procedures are suggested for
developing the evaluation.
Table 6-1. Sample evaluation scenario.
(1) Identify the missions for evaluating each echelon or element using Chapter 2. Record the
selected missions in the unit proficiency work sheet (UPW), Figure 6-1.
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Figure 6-1. Example unit proficiency work sheet.
(2) List each mission on a Task Summary Sheet, Figure 6-2.
69
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Figure 6-2. Example task summary sheet.
(3) Select the tasks for the evaluation of every mission. List the selected tasks on the Task
Summary Sheets that are used for recording the results of the evaluation.
(4) Compile the selected missions and tasks in the order they logically occur in the detailed
scenario. Group the selected missions and tasks in parts for continuous operations, Table 6-1,
Sample Evaluation Scenario. Parts can be interrupted at logical points to assess conduct inprocess after-action reviews (AARs).
b. Forecasting and Requisitioning Resources. Adequate training ammunition, equipment and
supplies must be forecasted and requisitioned. Table 6-2 is a consolidated list of support
requirements for this evaluation. It is based on experiences with the scenario in Table 6-1. The
evaluating headquarters will prepare its own consolidated support requirements.
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Table 6-2. Example consolidated support requirements.
c. Selecting and Preparing the Field Evaluation Site. Required size, type of terrain, and
administrative requirements form the basis for site selection. For this evaluation an area of
_______meters X _____ meters was selected. The site must provide space for the administrative
area required to support the evaluation.
6-3. Selecting and Training Observers and or Controllers.
a. Evaluators must be highly qualified to enhance the training experience for the evaluated unit by
providing valid, credible observations. The evaluator should be equal or senior in rank to the leader
being evaluated. Ideally, the evaluator should have held the position himself, as it lends credibility to
his role.
(1) Selected observers and or controllers should as a minimum-(a) Be familiar with the evaluated organization's mission essential task list (METL).
(b) Be tactically and technically proficient in the tasks evaluated.
(c) Know the evaluation standards.
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(d) Follow the tactical and field standing operating procedures (SOPs) for the organization
being evaluated.
(e) Apply relevant information about the evaluated unit, such as wartime missions, personnel
turbulence, leader fill, and equipment status.
(f) Be trained and rehearsed.
(g) Know the terrain. (Conduct a reconnaissance when possible).
.
c. Observer and or controller standardize administration of the evaluation by understanding the
following functional areas:
(1) Evaluation Design. Each part is designed to evaluate specific missions or tasks within the
overall scenario. Observer and or controller must thoroughly understand the evaluation and
correctly implement it.
(2) Evaluation Control System. This system ensures that the evaluation is administered in a
consistent and standardized manner and that correct data is collected for the final evaluation. It
includes the following elements:
(a) Rules of engagement.
(b) Observer and or controller duties and responsibilities.
(c) Communication systems.
(d) Evaluation data collection plan.
d. A recorder or recorders should be designated by the evaluation control headquarters to receive
"kill" information or results and time data from the observers and or controllers.
6-4. Documentation. The evaluating headquarters develops the data recording instruments for the
observers and or controllers. The Unit Data Sheet, Figure 6-3, documents demographic information that
may reflect on a unit's performance. The Environmental Data Sheet, Figure 6-4, documents weather
information in order to compare missions under differing environmental conditions.
72
TNSGTEP7-20-MTP
Figure 6-3. Example unit data sheet.
73
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Figure 6-4. Example environmental data sheet.
74
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Figure 6-5. Example personnel and equipment loss report.
a. The senior observer and or controller has the overall responsibility for preparation of the external
evaluation. This evaluation is based on his findings as well as input from subordinate observers and
or controllers. Subordinate observers and or controllers use the task evaluation criteria (T&EO from
Chapter 5 and Task Summary Sheets) to determine overall proficiency in their particular areas. The
senior observer and or controller compiles the external evaluation results as prescribed by the
evaluating commander. Deviations from the task standard assessed by the subordinate observers
and or controllers may be addressed by the senior observer and or controller in the comments portion
of the UPW.
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6-5. Conducting the Evaluation. Evaluations are divided into three distinct areas. Each area requires a
different degree of preparation and coordination.
a. Pre-evaluation.
(1) The senior observer and or controller and all other observers and or controllers must recon
the evaluation area to know the unit's boundaries, disposition of the OPFOR, and the most likely
avenues of approach throughout the field evaluation site's area of operation.
(2) The unit must prepare an OPORD and FRAGO to control the exercise. An order is prepared
for each mission in the evaluation scenario.
(3) Unit preparatory activities include installation and troubleshooting of MILES equipment,
loading vehicles, conducting inspections, and performing other logistics and administrative
actions as required.
(4) In this evaluation scenario, the unit is issued a movement order to move to an assembly
area. When the assembly area has been occupied, the OPORD is issued. The observers and or
controllers should make an equipment-functions check after the unit occupies the assembly area
and after the unit leaders have issued their instructions.
b. Evaluation.
(1) The evaluation team controls the evaluation in two ways. First, it uses measures established
in both the movement order and in paragraphs 3 and 5 in the OPORD or FRAGO. Second, the
team controls the evaluation through the team commander (simulated by the senior observer and
or controller for this evaluation) on the team net. The team does not control in the traditional
sense; instead, it accompanies the unit as observers. Only the senior observer and or controller
has direct verbal contact with the unit commander. All other observers and or controllers do not
speak to, aid, advise, point out positions, or in any way influence the unit's performance except
for a possible or actual safety issue or emergency. Observers and or controllers are neutral
throughout the evaluation.
(2) Once the senior observer and or controller issues the OPORD and movement order, the unit
commander executes the events and actions prescribed in the first part of the evaluation scenario
within the estimated time. From this point on, all successive parts begin with a FRAGO.
(3) The senior observer and or controller terminates a part when the unit has completed all the
events and actions in a particular area or has suffered so many casualties or so much damage
that the part cannot be completed. The observer and or controller must record the reasons for the
termination in the margin of the Task Summary Sheet and report his action to the evaluation
control headquarters. In the sample evaluation scenario, the completion of each event or action is
followed by "conducting sustainment operations." During this period, the senior observer and or
controller will direct the unit to remain in position while "replacements" (personnel and equipment
designated as killed or destroyed), are sent forward to reconstitute the unit. At this time, observer
and or controller must debrief the unit to resolve questions. Afterwards, the senior observer and
or controller directs the unit to continue its mission after it receives a FRAGO or OPORD for the
next part.
(4) These guidelines should be followed by the observers and or controllers.
(a) Enforce rules of engagement.
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TNSGTEP7-20-MTP
(b) Spot and record any action that might have an effect on later performance or mission
outcome.
(c) Record travel routes and unit's location.
(d) Enforce safety.
(e) Terminate mission at the appropriate time.
c. Post-evaluation. After the evaluation is terminated, the unit moves to an assembly area and
performs the following actions:
(1) The unit observer and or controller debriefs subordinate observers and or controllers and
compiles all data (evaluator packets) for the evaluation.
(2) The unit observer and or controller must complete the task summary sheets.
(3) The unit observer and or controller must turn in all completed observer and or controller
packets (with the observer and or controller scoring system) to control headquarters for recording
and analysis.
(4) The unit observer and or controller must conduct an AAR of the unit's performance.
(5) Each element observer and or controller should conduct an AAR of his element's
performance.
6-7. Conducting the AAR.
a. General. At the completion of each evaluation part, the AAR leader provides feedback to the unit
in order to increase and reinforce learning.
b. Feedback. Because all members of the unit participate in an AAR, each member becomes a
source of feedback. This provides a richer "data base" for key points. The AAR leader will draw
information from each member. This information becomes an important part of the discussion and is
the basis for discussing alternate courses of action.
c.
Preparing the AAR. AAR preparation involves five steps:
(1) Review training orders and objectives. Training objectives are the focus of the discussion of
the exercise results. The FRAGOs and OPORDs included in the exercise design implement these
objectives. The observer and or controller should be familiar with the objectives, FRAGOs and
OPORDs so that he can note orders given by leaders of the evaluated unit and its subordinate
elements that either implement these objectives or deviate from them.
(2) Observe the exercise. This is an active process. The emphasis is on noting those actions
that make the difference between the unit's success or failure. The observer and or controller
does not need to remain close to the unit leader; more can be seen from high ground near
the lead element's location or along the unit's route of march. Because unit orders identify
important activities and checkpoints, the observer and or controller must be present when the
commander issues the order. The observer and or controller should position himself where
he can best observe anticipated critical events.
(3) Select the site and assemble the participants. After the exercise, select a site for the AAR. If
possible, hold the AAR where the majority of action occurred, where most of the critical events
took place (normally where the OPFOR was positioned), or where the terrain can be observed.
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TNSGTEP 7-20-MTP
(4) Debrief observers and or controllers. While the units are moving to the selected site,
observers and or controllers should be debriefed. The senior observer and or controller must
have a complete understanding of what happened in the exercise. The fourth step in AAR
preparation is to obtain a detailed description of the exercise events in the order in which they
occurred.
(5) Review the events. After the senior observer and or controller has a sound understanding of
what happened during the exercise, he reviews the events which are ranked in terms of their
relevance to the training objectives and their contributions to the exercise outcome. He selects as
many events as can be covered in detail during the time allowed for the AAR and places them in
chronological order.
d. Conducting the AAR. Conducting the AAR requires five steps:
(1) Organize the participants. When the observer and or controller and AAR leader assembles
the participants, he groups them according to their organization in the exercise. Each subordinate
element's observer and or controller is located with the element for which he is responsible.
(2) State the training objectives. The AAR leader makes a brief statement of the training
objectives for the exercise. These are described as specifically as possible. He states any
additional teaching points that he intends to cover during the AAR. These should be limited to
three or four key points in order to keep the AAR focused and prevent it from becoming
excessively long.
(3) Lead the discussion. The AAR leader guides the discussion of the events in their order of
occurrence. Diagrams help players visualize the exercise development. The AAR leader starts by
sketching the main terrain features and as the AAR proceeds, he directs the participants to draw
routes of advance, objectives, and locations of engagements. Each event is discussed in detail to
make teaching points about the unit's performance during the event. In an effective AAR, the
AAR leader should:
(a) Avoid giving a critique or lecture.
(b) Guide the discussion by asking leading questions.
(c) Suggest the players describe what occurred in their own terms.
(d) Suggest the players discuss not only what happened but how it happened and how it
could be done better.
c.
Focus the discussion to ensure that important tactical lessons are made explicit.
(f) Relate events to subsequent results.
(g) Avoid detailed examination of events not directly related to major training objectives.
(h) Encourage the participants to use diagrams to illustrate teaching points and to show
routes, phase lines, and objectives.
(i) Prohibit players form offering self-serving excuses for inappropriate tactical actions.
(4) Review the sequence of the events associated with the hazards of the risk assessment made
prior to the exercise.
(a) Were effective controls put in place to avoid accidents?
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(b) Was training realism reduced through artificial control measures?
(c) Were all participants aware of hazards down to the lowest level?
(d) Did any hazard present itself that was not identified, and what was done to overcome it?
(e) Discuss each incident of fratricide or near fratricide and how it can be avoided in the
future.
(5) Summarize key points. The AAR leader briefly summarizes teaching points in terms of
training objectives covered in the AAR. After the summary, he can have a private conversation
with the unit commander regarding his strengths and weaknesses, and what he can do to
improve his performance and that of his unit. A good AAR leader:
(a) Maintains order and discipline.
(b) Reviews the training objectives.
(c) Addresses important events as they occurred and how the unit could have done them
better. During the discussion, the leader avoids a detailed examination of events not directly
related to the training objective.
(d) Traces the chain of events so all participants understand the results of mistakes. One
mistake is often the partial cause of another.
(e) Clearly relates tactical events to teaching points.
(f) Involves participants in the discussion.
(g) Clearly and concisely gives summary and new training objectives.
(h) Reinforces points by using sketches, diagrams, or terrain models in the AAR.
e. Reference materials (FMs and training circulars [TCs]) for conducting an AAR should be reviewed.
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GLOSSARY
1SG
first sergeant
AA
assembly area; antiaircraft
AAR
after-action review
ADA
air defense artillery
AI
area of interest
APC
armored personnel carrier
AR
Army Regulation; Army Reserve
ARTEP
Army Training and Evaluation Program
AT
antitank
ATGM
antitank guided missile
ATWESS
antitank weapon effect signature simulator
bde
brigade
BDU
battle dress uniform
BMNT
beginning morning nautical twilight
BMP
a fighting vehicle developed by the former Soviet Union
bn
battalion
BP
battle position
BCT
Brigade Combat Team
BTMS
battalion training management system
C3
command, control, and communications
CAS
close air support
CEV
combat engineer vehicle
CFX
command field exercise
cGy
centigray
COMMEX
communications exercise
CONUS
Continental U.S.
CP
control panel; command post
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CS
combat support
CSS
combat services support
ctg
cartridge; category
CTT
common task test
CVC
combat vehicle crewman
decon
decontaminate; decontamination
DODAC
Department of Defense Ammunition Code
DS
direct support
ea; EA
each; engagement area
EEFI
essential elements of friendly information
EENT
end of evening nautical twilight
ENDEX
end of exercise
engr
engineer
EPW
enemy prisoner of war
EW
electronic warfare; early warning
FA
field artillery; Functional Area
FDC
fire direction center
FEBA
forward edge of the battle area
FFE
flame field expedients; fire for effect
FIST
fire support team
FM
field manual; frequency modulation (radio)
FO
forward observer
FORSCOM
United States Army Forces Command
FPF
final protective fire
FRAGO
fragmentary order
FS
fire support; Fort Sill
FSCOORD
fire support coordinator
FSO
fire support officer
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FTX
field training exercise
GSR
ground surveillance radar
GTA
graphic training aid
HE
high-explosive
HQ
headquarters
hr
hour
IAW
in accordance with
IBCT
Interim Brigade Combat Team
IDT
inactive duty training
Illum
illumination
in; IN
inch(es); Infantry
INTSUM
intelligence summary
ITV
improved TOW vehicle
JINTACCS
Joint Interoperability of Tactical Command and Control Systems
KIA
killed in action
km
kilometer
LAW
lubricating oil, Arctic weapon; light antitank weapon
LBE
load-bearing equipment
LN
line number
loc
locate; location
LTC
lieutenant colonel
LZ
landing zone
MBC
mortar ballistic computer
MET
meteorological
METL
mission-essential task list
METT-TC
mission, enemy, terrain, troops, time, civil consideration
MILES
Multiple Integrated Laser Engagement System
min
minute
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mm
millimeter
MOPP
mission-oriented protection posture
MOS
military occupational specialty
MOUT
military operations on urban terrain
mph
mile(s) per hour
MQS
military qualification standards
MRD
motorized rifle division
MRE
meal, ready-to-eat
MRR
motorized rifle regiment
MTP
mission training plan; MOS training plan
mtr
mortar
NBC
nuclear, biological, and chemical
NCO
noncommissioned officer
NLT
not later than
NOD
night observation device
obj
objective
OCOKA
observation and fire, concealment and cover, obstacles, key terrain, and
avenues of approach
OEG
Operational Exposure Guidance
OIC
officer in charge
op; OP
operate, operation(s), operational, operator's; observation post
OPFOR
opposing forces
OPORD
operations order
OPSEC
operations security
PD
points of departure; point-detonating
PDDE
Power-Driven Decontamination Equipment
PI
primary instructor
PIR
priority intelligence requirements
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plt
platoon
PMCS
preventive maintenance checks and services
POC
point of contact
POL
petroleum, oils, and lubricants
PP
passage point
PW
prisoner of war
qty
quantity
RATELO
radiotelephone operator
RC
Reserve Component
ROE
rules of engagement
RPM
revolutions per minute
S2
battalion intelligence officer
S3
battalion operations officer
SAAF
small-arms alignment fixture
SGT
sergeant
SM
soldier's manuals
SMCT
soldier's manual of common tasks
SOI
signal operation instructions
SOP
standing operating procedure
SP
start point
SPOTREP
spot report
SQT
skill qualification test
SSG
staff sergeant; special study group
STP
soldier's training publication
STRIKWARN
strike warning
STX
situational training exercise
T&EO
training and evaluation outline
TBA
to be announced
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TNSGTEP7-20-MTP
TC
technical coordinator; training circular
TEWT
tactical exercise without troops
TF
task force
tgt
target; TOW gunnery trainer
tm; TM
team; technical manual
tng
training
TOC
tactical operations center
TOE
term of enlistment; table(s) of organization and equipment
TOT
time on target
TOW
tube-launched, optically tracked, wire-guided
TRADOC
United States Army Training and Doctrine Command
TRP
target reference point
UMCP
unit maintenance collection point
US
United States
USAREUR
United States Army, Europe
USMTF
United States message text format
veh
vehicle
vic
in the vicinity of
WIA
wounded in action
WP
white phosphorous
XO
executive officer
YTP
yearly training plan
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